73 results back to index
The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses by Eric Ries
3D printing, barriers to entry, call centre, Clayton Christensen, clean water, cloud computing, commoditize, Computer Numeric Control, continuous integration, corporate governance, disruptive innovation, experimental subject, Frederick Winslow Taylor, Lean Startup, Marc Andreessen, Mark Zuckerberg, Metcalfe’s law, minimum viable product, Mitch Kapor, Network effects, payday loans, Peter Thiel, pets.com, Ponzi scheme, pull request, risk tolerance, selection bias, Silicon Valley, Silicon Valley startup, six sigma, skunkworks, stealth mode startup, Steve Jobs, the scientific method, Toyota Production System, transaction costs
You will also find links there to my blog, Startup Lessons Learned, as well as videos, slides, and audio from my past presentations. Lean Startup Meetups Chances are there is a Lean Startup meetup group near you. As of this writing, there are over a hundred, with the largest in San Francisco, Boston, New York, Chicago, and Los Angeles. You can find a real-time map of groups here: http://lean-startup.meetup.com/. You can also find a list of cities where people are interested in starting a new group, and tools to set one up yourself. The Lean Startup Wiki Not every Lean Startup group uses Meetup.com to organize, and a comprehensive list of events and other resources is maintained by volunteers on the Lean Startup Wiki: http://leanstartup.pbworks.com/ The Lean Startup Circle The largest community of practice around the Lean Startup is happening online, right now, on the Lean Startup Circle mailing list.
In the process of being called on to defend and explain my insights and with the collaboration of other writers, thinkers, and entrepreneurs, I had a chance to refine and develop the theory of the Lean Startup beyond its rudimentary beginnings. My hope all along was to find ways to eliminate the tremendous waste I saw all around me: startups that built products nobody wanted, new products pulled from the shelves, countless dreams unrealized. Eventually, the Lean Startup idea blossomed into a global movement. Entrepreneurs began forming local in-person groups to discuss and apply Lean Startup ideas. There are now organized communities of practice in more than a hundred cities around the world.1 My travels have taken me across countries and continents. Everywhere I have seen the signs of a new entrepreneurial renaissance. The Lean Startup movement is making entrepreneurship accessible to a whole new generation of founders who are hungry for new ideas about how to build successful companies.
What makes these failures particularly painful is not just the economic damage done to individual employees, companies, and investors; they are also a colossal waste of our civilization’s most precious resource: the time, passion, and skill of its people. The Lean Startup movement is dedicated to preventing these failures. THE ROOTS OF THE LEAN STARTUP The Lean Startup takes its name from the lean manufacturing revolution that Taiichi Ohno and Shigeo Shingo are credited with developing at Toyota. Lean thinking is radically altering the way supply chains and production systems are run. Among its tenets are drawing on the knowledge and creativity of individual workers, the shrinking of batch sizes, just-in-time production and inventory control, and an acceleration of cycle times. It taught the world the difference between value-creating activities and waste and showed how to build quality into products from the inside out. The Lean Startup adapts these ideas to the context of entrepreneurship, proposing that entrepreneurs judge their progress differently from the way other kinds of ventures do.
The Startup Way: Making Entrepreneurship a Fundamental Discipline of Every Enterprise by Eric Ries
activist fund / activist shareholder / activist investor, Affordable Care Act / Obamacare, Airbnb, autonomous vehicles, barriers to entry, basic income, Ben Horowitz, Black-Scholes formula, call centre, centralized clearinghouse, Clayton Christensen, cognitive dissonance, connected car, corporate governance, DevOps, Elon Musk, en.wikipedia.org, fault tolerance, Frederick Winslow Taylor, global supply chain, index card, Jeff Bezos, Kickstarter, Lean Startup, loss aversion, Marc Andreessen, Mark Zuckerberg, means of production, minimum viable product, moral hazard, move fast and break things, move fast and break things, obamacare, peer-to-peer, place-making, rent-seeking, Richard Florida, Sam Altman, Sand Hill Road, secular stagnation, shareholder value, Silicon Valley, Silicon Valley startup, six sigma, skunkworks, Steve Jobs, the scientific method, time value of money, Toyota Production System, Uber for X, universal basic income, web of trust, Y Combinator
And, along the way, I started to formulate a model for how to make the practice of entrepreneurship more rigorous. Then I began writing about it, first online beginning in 2008, and then in a book, The Lean Startup, published in 2011. What happened from there exceeded my wildest expectations. The Lean Startup movement spread worldwide. More than a million people around the world read the book. Odds are, no matter where on the globe you are right now, there’s a local Lean Startup Meetup group nearby.1 Thousands of founders, investors, and others in the startup ecosystem rallied to embrace the ideas and practices of Lean Startup. In the book, I made a claim that seemed radical at the time. I argued that a startup should be properly understood as “a human institution designed to create a new product or service under conditions of extreme uncertainty.”
To someone who writes about lean processes, Toyota possesses near-mythical status, as that’s where lean principles were first employed at scale. I called the theory I wrote about in 2011 “the Lean Startup” as a conscious homage to the intellectual debt I owe to Toyota and the previous generation of lean thinkers (a debt that continues through this volume, which owes its title to Jeffrey Liker’s magisterial The Toyota Way). I hoped in The Lean Startup to show how lean ideas could be applied in a new domain—the entrepreneurial soil of extreme uncertainty—and find new relevance for a new generation of managers. (If you’re not familiar with The Lean Startup, don’t worry; we’ll review its major conclusions in Chapter 4.) Given Toyota’s legendary status and business performance, it would have been perfectly understandable for them to reject The Lean Startup as something “not invented here.” Certainly my lack of a manufacturing background or formal training in “the Toyota way” might have given them pause.
A STARTUP IS MISSION—AND VISION—DRIVEN Outside of Silicon Valley, Mark Zuckerberg’s declaration that “We don’t build services to make money; we make money to build better services”20 was met with eye rolls. But in Silicon Valley, we really believe it. Silicon Valley is obsessed with vision and the visionary founder who can uniquely execute it. This focus has been a source of some controversy as Lean Startup has become more popular. Because of our emphasis on science, metrics, and experimentation, it’s a common (but misguided) criticism that Lean Startup seeks to replace vision or, in some ways, de-emphasize it. (I did my best to dispel this misunderstanding in The Lean Startup—starting on this page! There’s a reason why Part One of The Lean Startup was called “Vision.”) No methodology or process can replace this essential element of a startup. But why is vision so important? Some reasons are obvious: The vision makes plain what the startup hopes to accomplish. It is the primary coordination device as the team acts in decentralized fashion.
Lean Analytics: Use Data to Build a Better Startup Faster by Alistair Croll, Benjamin Yoskovitz
Airbnb, Amazon Mechanical Turk, Amazon Web Services, Any sufficiently advanced technology is indistinguishable from magic, barriers to entry, Bay Area Rapid Transit, Ben Horowitz, bounce rate, business intelligence, call centre, cloud computing, cognitive bias, commoditize, constrained optimization, en.wikipedia.org, Firefox, Frederick Winslow Taylor, frictionless, frictionless market, game design, Google X / Alphabet X, Infrastructure as a Service, Internet of things, inventory management, Kickstarter, lateral thinking, Lean Startup, lifelogging, longitudinal study, Marshall McLuhan, minimum viable product, Network effects, pattern recognition, Paul Graham, performance metric, place-making, platform as a service, recommendation engine, ride hailing / ride sharing, rolodex, sentiment analysis, skunkworks, Skype, social graph, social software, software as a service, Steve Jobs, subscription business, telemarketer, transaction costs, two-sided market, Uber for X, web application, Y Combinator
Guts matter; you’ve just got to test them. Instincts are experiments. Data is proof. The Lean Startup Movement Innovation is hard work—harder than most people realize. This is true whether you’re a lone startup trying to disrupt an industry or a rogue employee challenging the status quo, tilting at corporate windmills and steering around bureaucratic roadblocks. We get it. Entrepreneurship is crazy, bordering on absurd. Lean Startup provides a framework by which you can more rigorously go about the business of creating something new. Lean Startup delivers a heavy dose of intellectual honesty. Follow the Lean model, and it becomes increasingly hard to lie, especially to yourself. There’s a reason the Lean Startup movement has taken off now. We’re in the midst of a fundamental shift in how companies are built.
He regularly speaks at startup conferences and events, including the Michigan Lean Startup Conference, the Internet Marketing Conference, and the Lean Startup Conference. You can reach him on Twitter as @byosko, or email him at firstname.lastname@example.org. In 2010, Alistair, Ben, and two other partners co-founded Year One Labs, an early-stage accelerator that provided funding and up to one year of hands-on mentorship to five startups. Year One Labs followed a Lean Startup program, making it the first accelerator to formalize such a structure. Four of those five companies graduated from Year One Labs, and three went on to raise follow-on financing. One of those companies, Localmind, was acquired by Airbnb. A great deal of Alistair and Ben’s experience and thinking around Lean Startup and analytics emerged during this time. Appendix C.
His definition of a startup is one of the most important concepts in his work: A startup is an organization formed to search for a scalable and repeatable business model. Keep that definition in mind as you read the rest of this book. Lean Startup Eric Ries defined the Lean Startup process when he combined customer development, Agile software development methodologies, and Lean manufacturing practices into a framework for developing products and businesses quickly and efficiently. First applied to new companies, Eric’s work is now being used by organizations of all sizes to disrupt and innovate. After all, Lean isn’t about being cheap or small, it’s about eliminating waste and moving quickly, which is good for organizations of any size. One of Lean Startup’s core concepts is build→measure→learn—the process by which you do everything, from establishing a vision to building product features to developing channels and marketing strategies, as shown in Figure 1.
Exponential Organizations: Why New Organizations Are Ten Times Better, Faster, and Cheaper Than Yours (And What to Do About It) by Salim Ismail, Yuri van Geest
23andMe, 3D printing, Airbnb, Amazon Mechanical Turk, Amazon Web Services, augmented reality, autonomous vehicles, Baxter: Rethink Robotics, Ben Horowitz, bioinformatics, bitcoin, Black Swan, blockchain, Burning Man, business intelligence, business process, call centre, chief data officer, Chris Wanstrath, Clayton Christensen, clean water, cloud computing, cognitive bias, collaborative consumption, collaborative economy, commoditize, corporate social responsibility, cross-subsidies, crowdsourcing, cryptocurrency, dark matter, Dean Kamen, dematerialisation, discounted cash flows, disruptive innovation, distributed ledger, Edward Snowden, Elon Musk, en.wikipedia.org, Ethereum, ethereum blockchain, game design, Google Glasses, Google Hangouts, Google X / Alphabet X, gravity well, hiring and firing, Hyperloop, industrial robot, Innovator's Dilemma, intangible asset, Internet of things, Iridium satellite, Isaac Newton, Jeff Bezos, Joi Ito, Kevin Kelly, Kickstarter, knowledge worker, Kodak vs Instagram, Law of Accelerating Returns, Lean Startup, life extension, lifelogging, loose coupling, loss aversion, low earth orbit, Lyft, Marc Andreessen, Mark Zuckerberg, market design, means of production, minimum viable product, natural language processing, Netflix Prize, NetJets, Network effects, new economy, Oculus Rift, offshore financial centre, PageRank, pattern recognition, Paul Graham, paypal mafia, peer-to-peer, peer-to-peer model, Peter H. Diamandis: Planetary Resources, Peter Thiel, prediction markets, profit motive, publish or perish, Ray Kurzweil, recommendation engine, RFID, ride hailing / ride sharing, risk tolerance, Ronald Coase, Second Machine Age, self-driving car, sharing economy, Silicon Valley, skunkworks, Skype, smart contracts, Snapchat, social software, software is eating the world, speech recognition, stealth mode startup, Stephen Hawking, Steve Jobs, subscription business, supply-chain management, TaskRabbit, telepresence, telepresence robot, Tony Hsieh, transaction costs, Travis Kalanick, Tyler Cowen: Great Stagnation, uber lyft, urban planning, WikiLeaks, winner-take-all economy, X Prize, Y Combinator, zero-sum game
This technique is popularly known as the Lean Startup movement, which was created by Eric Ries and Steve Blank and is based on Ries’s book of the same name. The Lean Startup philosophy (also known as the Lean Launchpad) is in turn based upon Toyota’s “lean manufacturing” principles, first established a half-century ago, in which the elimination of wasteful processes is paramount. (Sample principle: “Eliminate all expenses with any goal other than the creation of value for the end customer.”) The Lean Startup concept was also given impetus by Steve Blank’s book, The Four Steps to the Epiphany, which focuses on customer development. (Sample concept: “We don’t know what the customer wants until assumptions are validated.”) The most important message of the Lean Startup movement is to “Fail fast and fail often, while eliminating waste.”
TEDx events, XPRIZE or franchise structures) ( ) Most core processes are self-provisioning and executed outside the organization via a scalable platform (e.g. AirBnB or Adsense) Real time Dashboards and Employee Management 14) Which metrics do you track about your organization and your product innovation portfolio? (e.g. Lean Startup Analytics?)* ( ) We only track traditional KPIs monthly/quarterly/annually (e.g. sales, costs, profits) ( ) We collect some real-time, traditional metrics from transactional systems (e.g. ERP) ( ) We collect all real-time, traditional metrics and use some Lean Startup metrics ( ) We collect real-time traditional metrics and Lean Startup (value and learning) metrics like repeat usage, monetization, referral and NPS 15) Do you use some variant of Objectives and Key Results (OKRs) to track individual/team performance?* ( ) No, we use traditional quarterly/annual performance reviews or 360 reviews or stack ranking ( ) We have implemented OKRs in innovation areas or at the edges of the organization ( ) OKRs are used across our organization (e.g.
Not only does failure free people, ideas and capital for future learning and breakthroughs, it’s also worth noting that, though rarely recognized, a corporate culture that accepts failure benefits from diminished internal politics and much less in the way of pointing fingers and “blame games” thanks to trust, transparency and openness. There are some limitations to the Lean Startup approach, including lack of competitor analysis or considerations in design thinking. Also, it is important to note that the ability to fail is much easier in software and information-based environments because iteration is so much easier. For a hardware company, it’s much harder to iterate. Apple launches hardware only when it’s perfect. You wouldn’t want to iterate and fail fast when building a nuclear reactor. As Nathan Furr and Jeff Dyer state in their new book, The Innovator’s Method: Bringing the Lean Start-up into Your Organization: “Don’t try to scale it until you nail it.” Why Important? Dependencies or Prerequisites • Keeps processes aligned with rapidly changing externalities • Maximizes value capture • Faster to market (MVP) • Risk taking provides an edge and faster learning • Measurement and tracking of experiments • Cultural acceptance (failure=experience) Autonomy We describe Autonomy as self-organizing, multi-disciplinary teams operating with decentralized authority.
Lab Rats: How Silicon Valley Made Work Miserable for the Rest of Us by Dan Lyons
Airbnb, Amazon Web Services, Apple II, augmented reality, autonomous vehicles, basic income, bitcoin, blockchain, business process, call centre, Clayton Christensen, clean water, collective bargaining, corporate governance, corporate social responsibility, creative destruction, cryptocurrency, David Heinemeier Hansson, Donald Trump, Elon Musk, Ethereum, ethereum blockchain, full employment, future of work, gig economy, Gordon Gekko, greed is good, hiring and firing, housing crisis, income inequality, informal economy, Jeff Bezos, job automation, job satisfaction, job-hopping, John Gruber, Joseph Schumpeter, Kevin Kelly, knowledge worker, Lean Startup, loose coupling, Lyft, Marc Andreessen, Mark Zuckerberg, McMansion, Menlo Park, Milgram experiment, minimum viable product, Mitch Kapor, move fast and break things, move fast and break things, new economy, Panopticon Jeremy Bentham, Paul Graham, paypal mafia, Peter Thiel, plutocrats, Plutocrats, precariat, RAND corporation, remote working, RFID, ride hailing / ride sharing, Ronald Reagan, Rubik’s Cube, Ruby on Rails, Sam Altman, Sand Hill Road, self-driving car, shareholder value, Silicon Valley, Silicon Valley startup, six sigma, Skype, Social Responsibility of Business Is to Increase Its Profits, software is eating the world, Stanford prison experiment, stem cell, Steve Jobs, Steve Wozniak, Stewart Brand, TaskRabbit, telemarketer, Tesla Model S, Thomas Davenport, Tony Hsieh, Toyota Production System, traveling salesman, Travis Kalanick, tulip mania, Uber and Lyft, Uber for X, uber lyft, universal basic income, web application, Whole Earth Catalog, Y Combinator, young professional
Just as Agile evolved from being a few ideas about how to write software into a magical methodology that can be used for almost anything, including transforming entire organizational cultures, so Lean Startup has been embraced by disciples who have imbued the methodology with near-supernatural powers. Like Agile, Lean Startup has become a global phenomenon, and an industry unto itself. Ries formed a consultancy, Lean Startup Co., to sell engagements, run conferences, and offer education programs. Other consultancies have built Lean Startup practices as well. Despite its name, Lean Startup is not aimed just at start-ups. Ries says any organization, big or small, can use the principles. People inside big companies can behave like entrepreneurs; Ries calls them “intrapreneurs.” General Electric: A Parable One would-be intrapreneur was Jeffrey Immelt, the CEO of General Electric, who read Ries’s book in a single day and said it struck him like a thunderbolt. GE is a sprawling, century-old conglomerate that at that time generated about $150 billion a year in revenue.
The biggest is Agile, a management fad that has swept the corporate world and morphed into what some call a movement but is more like widespread mental illness. The other is Lean Startup, which has its own cult-like following but is less popular. Taken together, these two methodologies represent an enormous global experiment in organizational behavior, in which millions of poor Dilberts are being turned into unwitting lab rats, sometimes with terrible consequences. Just like Taylor, proponents of Agile and Lean Startup believe with almost religious fervor that they can make organizations more efficient. Just like Taylor, they are probably well meaning but almost certainly dead wrong. Significantly, both Agile and Lean Startup originated in Silicon Valley, and both were invented by computer scientists. Both use the metaphor of the organization as a kind of machine, a computer that can be reprogrammed, rebooted, and updated with new businesses processes.
These served as the basis of his 2011 book, The Lean Startup, which became a huge bestseller. The second Internet boom, also known as Web 2.0, was starting to take off, and suddenly people were launching start-ups all over the place. But most of these people had never run companies before. Some had never even had jobs before. They had no idea what they were doing. Ries provided them with a road map. Like Agile, Lean Startup has its own lingo and acronyms, like “minimum viable product” (MVP), “leap of faith assumptions” (LOFA), and a process called “Build-Measure-Learn.” Just as Agile evolved from being a few ideas about how to write software into a magical methodology that can be used for almost anything, including transforming entire organizational cultures, so Lean Startup has been embraced by disciples who have imbued the methodology with near-supernatural powers.
Traction: How Any Startup Can Achieve Explosive Customer Growth by Gabriel Weinberg, Justin Mares
Airbnb, Firefox, if you build it, they will come, jimmy wales, Justin.tv, Lean Startup, Marc Andreessen, Mark Zuckerberg, Network effects, Paul Graham, Peter Thiel, side project, Skype, Snapchat, social graph, software as a service, the payments system, Uber for X, web application, working poor, Y Combinator
Twitter also won the SXSW Web Award, leading to press coverage and even more awareness of its service. Eric Ries wanted to broaden the audience for the Lean Startup principles he was promoting on his blog. However, he was afraid his message would get lost at a large conference like SXSW. Instead, he organized his own conference and invited founders of successful companies to talk about how Lean principles worked in their startups. First, Eric tested demand for his conference by asking his readers if they would be interested in such an event. After a resounding yes, he sold conference tickets through his site and other popular startup blogs. Startup Lessons Learned began as a one-day conference in San Francisco with just a few speakers and panels focused on Lean Startup concepts. The short event was attractive to individuals who didn’t want to spend a lot on travel or take time off work.
He organized Linchpin meetups in cities all across the country through his blog. In total, more than ten thousand people attended these events, where they connected over ideas that Seth wrote about as well as built relationships with one another. Great meetups can create lasting community connections. The meetup groups that watched the live stream of the first Lean Startup conference continue to meet years afterward: more than twenty cities still have regular “Lean Startup Circle” meetups. These events allow practitioners to continue to connect over the ideas in Eric’s book. They’ve also helped keep his book on the bestseller list. You can start your own meetup, join an existing one, or even sponsor an event where your prospective customers will be. Meetup.com is the most popular site for doing so. Nick Pinkston, founder of automated manufacturing startup Plethora Labs and the Hardware Startup Meetup group, saw a need for a community around the budding hardware startup movement.
See offline events; speaking engagements; trade shows Evernote, 6, 169–70, 171–74 Evernote Peek, 173–74 Evite, 184, 188 Exceptional Cloud Services, xii existing platforms, 6, 167–74, 212 app stores, 167–70 case study of Evernote, 171–74 social sites, 170–71 targets, 174 Facebook, 4, 31, 78, 79, 120 fat-head SEO strategy, 93, 94–95, 100–101 Feld, Brad, 106, 176–77 Fernandez, Phil, 11–12 Ferriss, Tim, 83–84 50 percent rule, 8–12 Filepicker.io, 47 Firefox, 142, 169 First Round Capital, 137 Fishkin, Rand, 4, 92, 94, 99, 100, 195 500 Startups, 5 flyers, 4, 84, 86–87 Focused Apps LLC, 168 Fog Creek Software, 199 Followerwonk, 46, 131 Foundry Group, 176–77 Foursquare, 80 Fox News, 62 Fralic, Chris, 6, 133, 137, 139–44 FreeAppADay, 169 freemium business model, 114, 162 fund-raising, 15–16, 54–55 Gates Foundation, 50 GitHub, 202 giveaways, 61, 180 GoDaddy, 6 Godin, Seth, 187 Google, ix–x, 65, 71–72, 94, 137–38 Google Alerts, 47 Google Analytics, 69, 96 Google Docs, 120 Google Trends, 95 Graham, Paul, 2, 14, 42 Grasshopper.com, 60, 62–63 Gross Rating Points (GRPs), 87–88 Groupon, 113, 115, 138 growth goals, 12–15, 18, 35–36, 139 growth rate, 12, 16, 18 growth spurts, 14 guest posting, 25, 31, 106, 211 Guidewire Software, 148–49 Gumroad, 46–47 Hacker News, 46–47, 50, 78 HacktheSystem, 163 Half.com, 6, 58, 62, 133, 139–40 Halligan, Brian, 130 Hardware Startup Meetup, 187–88 Hauser, David, 60, 62–63 Help A Reporter Out (HARO), 53 Hipmunk, 4, 60, 61 hiring, use of community for, 202–3 HitTail, 186–87 Holiday, Ryan, 3, 48–49, 50, 52–53, 54–55 HostGator, 6 Hotmail, 120 HubSpot, 5, 100, 129–31, 154 Huffington Post, 48, 49 Hunch, 174 Imgur, 171 implication questions, 149–50 indirect response, in social advertising, 76–77, 81 Inflection, 4, 66–68, 70–71 influencers, 54 infographics, 99, 104, 105, 210 infomercials, 89–90 information products, 161 inner ring, 22–23 inner ring testing, 22–23, 28–31, 44 InstaCab, 87 Intuit, 43 investors fund-raising, 15–16 growth numbers, 15, 18 invitations, 44, 124–25, 188 iPhone, 59, 120, 138, 172 JBoss, 156–58 Johnson, Mark, 168 joint ventures, 138, 145 Jones, Kris, 159, 165–66 Jones, Kristopher, 6 Kagan, Noah, 3, 24–25, 42–45 Kawasaki, Guy, 62 Kayak, 6, 138–39, 145 Keyword Planner, 68–69, 94, 95 keyword research, 68–69, 70–71 KeywordSpy, 69 keyword strategies, 69, 72, 73, 93, 95–98, 100–101 Kincaid, Jason, 3, 51, 52 Klout, 46 Kopelman, Josh, 58 Kundra, Ashish, 5, 124 Lamar Advertising, 87 Launch Conference, 184 Law of Shitty Click-Throughs, 30–31, 33 lead generation, 161 lead qualifications, and sales funnel, 153–55, 157 leaky bucket, 10–11, 13, 17 Lean Startup, The (Ries), 7 Lean Startup model, 25–26, 185 Libin, Phil, 171–72 licensing, 138, 145 Lifehacker, 45, 50 Linchpin: Are You Indispensable? (Godin), 187 Linford, Zack, 134–35 link building, 23, 94–95, 98–99, 100–101 link buying, 99, 101 LinkedIn, 79, 98 LinkShare, 160, 165 link sharing, 46, 54 long-tail keyword strategy, 69, 73, 93, 95–98, 100–101 loyalty programs, 160–61 McCann, Chris, 199, 203 McKenzie, Patrick, 4, 96–97, 113, 132 magazine ads, 83, 85 MailChimp, 115–16, 120 Manhattan Media, 84 marketing.
AI Superpowers: China, Silicon Valley, and the New World Order by Kai-Fu Lee
AI winter, Airbnb, Albert Einstein, algorithmic trading, artificial general intelligence, autonomous vehicles, barriers to entry, basic income, business cycle, cloud computing, commoditize, computer vision, corporate social responsibility, creative destruction, crony capitalism, Deng Xiaoping, deskilling, Donald Trump, Elon Musk, en.wikipedia.org, Erik Brynjolfsson, full employment, future of work, gig economy, Google Chrome, happiness index / gross national happiness, if you build it, they will come, ImageNet competition, income inequality, informal economy, Internet of things, invention of the telegraph, Jeff Bezos, job automation, John Markoff, Kickstarter, knowledge worker, Lean Startup, low skilled workers, Lyft, mandatory minimum, Mark Zuckerberg, Menlo Park, minimum viable product, natural language processing, new economy, pattern recognition, pirate software, profit maximization, QR code, Ray Kurzweil, recommendation engine, ride hailing / ride sharing, risk tolerance, Robert Mercer, Rodney Brooks, Rubik’s Cube, Sam Altman, Second Machine Age, self-driving car, sentiment analysis, sharing economy, Silicon Valley, Silicon Valley ideology, Silicon Valley startup, Skype, special economic zone, speech recognition, Stephen Hawking, Steve Jobs, strong AI, The Future of Employment, Travis Kalanick, Uber and Lyft, uber lyft, universal basic income, urban planning, Y Combinator
The high financial stakes, propensity for imitation, and market-driven mentality also ended up incubating companies that embodied the “lean startup” methodology. That methodology was first explicitly formulated in Silicon Valley and popularized by the 2011 book The Lean Startup. Core to its philosophy is the idea that founders don’t know what product the market needs—the market knows what product the market needs. Instead of spending years and millions of dollars secretly creating their idea of the perfect product, startups should move quickly to release a “minimum viable product” that can tease out market demand for different functions. Internet-based startups can then receive instant feedback based on customer activity, letting them immediately begin iterating on the product: discard unused features, tack on new functions, and constantly test the waters of market demand. Lean startups must sense the subtle shifts in consumer behavior and then relentlessly tinker with products to meet that demand.
“free is not a business model”: “Ebay Lectures Taobao That Free Is Not a Business Model,” South China Morning Post, October 21, 2005, http://www.scmp.com/node/521384. his autobiography, Disruptor: 周鸿祎, “颠覆者” (北京: 北京联合出版公司, 2017). Sinovation event in Menlo Park: Dr. Andrew Ng, Dr. Sebastian Thrun, and Dr. Kai-Fu Lee, “The Future of AI,” moderated by John Markoff, Sinovation Ventures, Menlo Park, CA, June 10, 2017, http://us.sinovationventures.com/blog/the-future-of-ai. book The Lean Startup: Eric Ries, The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses (New York: Crown Business, 2011). 3. CHINA’S ALTERNATE INTERNET UNIVERSE the Next Web: Francis Tan, “Tencent Launches Kik-Like Messaging App,” The Next Web, January 21, 2011, https://thenextweb.com/asia/2011/01/21/tencent-launches-kik-like-messaging-app-in-china/. “remote control for life”: Connie Chan, “A Whirlwind Tour Through China Tech Trends,” Andreesen Horowitz (blog), February 6, 2017, https://a16z.com/2017/02/06/china-trends-2016-2017/.
See also under economy and AI Jobs, Steve, 26, 32, 33, 226 jobs, threat to. See risk-of-replacement graphs; unemployment, mass Johansson, Scarlett, 199 K Kaixin001, 42–43 Kasparov, Garry, 4 Ke Jiao, 113 Ke Jie, 1–2, 3, 5–6 Kennedy’s man-on-the-moon speech, 98 King, Martin Luther, Jr., 207 Kübler-Ross, Elisabeth, 188 Kurzweil, Ray, 140–41 L labor unions, decline of, 150 The Lean Startup, 44 lean startup methodology, 44–45 LeCun, Yann, 86, 88, 90, 93 Lee, Kai-Fu birth of first child, 177–79 cancer diagnosis, 176–77, 181–83, 225 epitaphs of, 180–81, 194 family of, 175–76, 177–79, 184–87, 193–94, 195, 225 Master Hsing Yun and, 187–90, 195 regrets of, 185–87, 188 research on lymphoma, 190–92 venture capital industry and, ix, xi, 3, 52 will of, 183–85 work obsession, 175–80 Lee Sedol, 3 legal decisions by judges, 115–16 Lenovo, 89 Li, Robin, 37 lifelong learning, 204 life purpose, loss of, 21 Li Keqiang, 62–63 LinkedIn, 39 Liu Qingfeng, 105 liveness algorithm, 118 love AI as opportunity to refocus on, 176–77, 196, 210 centrality of, in human experience, 198, 199, 225, 231–32 Lee’s cancer and refocus on, 193–96 Master Hsing Yun’s wisdom about, 189–90, 195 new social contract and, 200–201 regrets about not sharing, 185, 186–87, 195 service-focused impact investing and, 217 Luddite fallacy, 147–48, 151 Lyft, 79, 137 lymphoma, 176, 183, 190–92, 194 M Ma, Jack, 34–37, 60–61, 66–67, 137 machine learning advances in, recent, 160–61 algorithms, 40.
A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas by Warren Berger
Airbnb, carbon footprint, Clayton Christensen, clean water, disruptive innovation, fear of failure, Google X / Alphabet X, Isaac Newton, Jeff Bezos, jimmy wales, Joi Ito, Kickstarter, late fees, Lean Startup, Mark Zuckerberg, minimum viable product, new economy, Paul Graham, Peter Thiel, Ray Kurzweil, self-driving car, sharing economy, side project, Silicon Valley, Silicon Valley startup, Stanford marshmallow experiment, Stephen Hawking, Steve Jobs, Steven Levy, Thomas L Friedman, Toyota Production System, Watson beat the top human players on Jeopardy!, Y Combinator, Zipcar
She advises looking for temporary assignments, outside contracts, advisory work, and moonlighting to get experience or build skills in new industries; executive programs, sabbaticals, and extended vacations can be valuable in providing opportunities to experiment. She concludes, “We learn who we are—in practice, not in theory—by testing reality.” Eric Ries of the Lean Startup has led a rapidly growing movement encouraging companies to do exactly what Ibarra is talking about for individuals—i.e., to experiment as a business, try lots of new ideas to see what works, and introduce new products and services quickly in order to “test and learn.” Ries feels the Lean Startup approach and philosophy can be applied to one’s life, as well. The basic principles hold up; if you’re starting a new career or even just embarking on a creative project or some other type of initiative, you’re in “start-up” mode—and the “lean” rules apply.
By then asking why that mistake occurred, an underlying cause might surface—such as insufficient training on a task. Asking why again, the company might discover the training program was underfunded; and asking why about that could lead back to fundamental company priorities about where money should be spent and what was most important in the end. The value of this kind of excavation-by-inquiry is becoming more widely recognized in the business world, most recently as part of the Lean Startup methodology taught by the author/consultant Eric Ries, who is a big proponent of the five whys. I asked Ries why a simple, almost-childlike practice seems to work so well. “It’s a technique that’s really designed to overcome the limits of human psychology,” Ries explained. By this he means that people are inclined to look for the easiest, most obvious explanation for a problem. On top of that, “we tend to personalize things that are really systemic.”
“Hackers try to build the best services over the long term by quickly releasing and learning from smaller iterations rather than trying to get everything right all at once . . . Instead of debating for days whether a new idea is possible or what the best way to build something is, hackers would rather just prototype something and see what works.” The rapid test-and-learn approach has caught on throughout the entrepreneurial world, fueled in part by Eric Ries’s Lean Startup phenomenon. Ries maintains that entrepreneurs, existing companies—or anyone trying to create something new and innovative—must find ways to constantly experiment and quickly put new ideas out into the world for public consumption, rather than devoting extensive resources and time to trying to perfect ideas behind closed doors. Ries urges businesses to focus on developing what he calls “minimum viable products”—in effect, quick, imperfect test versions of ideas that can be put out into the marketplace in order to learn what works and what doesn’t.
Brave New Work: Are You Ready to Reinvent Your Organization? by Aaron Dignan
"side hustle", activist fund / activist shareholder / activist investor, Airbnb, Albert Einstein, autonomous vehicles, basic income, Bertrand Russell: In Praise of Idleness, bitcoin, Black Swan, blockchain, Buckminster Fuller, Burning Man, butterfly effect, cashless society, Clayton Christensen, clean water, cognitive bias, cognitive dissonance, corporate governance, corporate social responsibility, correlation does not imply causation, creative destruction, crony capitalism, crowdsourcing, cryptocurrency, David Heinemeier Hansson, deliberate practice, DevOps, disruptive innovation, don't be evil, Elon Musk, endowment effect, Ethereum, ethereum blockchain, Frederick Winslow Taylor, future of work, gender pay gap, Geoffrey West, Santa Fe Institute, gig economy, Google X / Alphabet X, hiring and firing, hive mind, income inequality, information asymmetry, Internet of things, Jeff Bezos, job satisfaction, Kevin Kelly, Kickstarter, Lean Startup, loose coupling, loss aversion, Lyft, Marc Andreessen, Mark Zuckerberg, minimum viable product, new economy, Paul Graham, race to the bottom, remote working, Richard Thaler, shareholder value, Silicon Valley, six sigma, smart contracts, Social Responsibility of Business Is to Increase Its Profits, software is eating the world, source of truth, Stanford marshmallow experiment, Steve Jobs, TaskRabbit, the High Line, too big to fail, Toyota Production System, uber lyft, universal basic income, Y Combinator, zero-sum game
Remember, the day-to-day workload is going to undermine this program at every turn. That’s what happened at Google in recent years. You’ll have to model and support this practice with discipline and passion to realize its many benefits. The Lean Startup Method. Inventing the future is hard. The early days of any startup (including new ventures inside established companies) are all about the search for product/market fit. The problem is that we fall in love with our initial vision and spend months and years perfecting a product that never sees the light of day. When we finally share it with customers, we’re astonished to find that it doesn’t really meet their needs or that their needs have changed. The Lean Startup method offers a more scientific approach to new-product development. Developed by Eric Ries, the method proposes a feedback loop containing three stages: build, measure, and learn.
“easily distinguishable operationally”: Justin Fox, “Amazon, the Biggest R&D Spender, Does Not Believe in R&D,” Bloomberg, April 12, 2018, www.bloomberg.com/view/articles/2018-04-12/amazon-doesn-t-believe-in-research-and-development-spending. look for the next big thing: Andrew J. Smart, “Why Organizations Should Embrace Randomness Like Ant Colonies,” Harvard Business Review, September 13, 2013, https://hbr.org/2013/09/why-organizations-should-embra. how might we validate that: “The Lean Startup Methodology,” The Lean Startup, accessed September 1, 2018, http://theleanstartup.com/principles. two hours and thirty minutes: “Dec 01: 1913: Ford’s Assembly Line Starts Rolling,” This Day in History, History.com, December 1, 2009, www.history.com/this-day-in-history/fords-assembly-line-starts-rolling. 1,500 different companies around the world: Sumesh Krishnan and Dr. Mukul Shukla, Concepts in Engineering Design (Chennai, India: Notion Press, 2016), 6.
If you think certifying your project managers in Scrum is going to topple your bureaucracy, you’re in for some major disappointment. Agility is a mindset, not a tool set. It’s a piece of the puzzle, not the whole thing. It is necessary but not sufficient. It turns out agility isn’t an anomaly in this way. Many management innovations have emerged in the last half century, each promising to revolutionize work as we know it. Lean Manufacturing. Total Quality Management. ISO 9000. Six Sigma. Sociocracy. Holacracy. The Lean Startup. The list goes on and on. Each was, in its own way, a piece of an operating system. Some were misguided from the start. Others became perversions of themselves over time. And a few offered real wisdom that is yet to be fully realized. Thich Nhat Hanh wrote in Old Path White Clouds, “A finger pointing at the moon is not the moon.” When we focus too much on the method or the messenger, we lose sight of the deeper truth.
Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising by Ryan Holiday
Airbnb, iterative process, Kickstarter, Lean Startup, Marc Andreessen, market design, minimum viable product, Paul Graham, pets.com, post-work, Silicon Valley, slashdot, Steve Wozniak, Travis Kalanick
Blogs and Personalities: Andrew Chen’s essays http://andrewchen.co Noah Kagan’s blog http://okdork.com Patrick Vlaskovits http://vlaskovits.com/blog twitter.com/pv Jesse Farmer http://20bits.com Sean Ellis http://www.startup-marketing.com Paul Graham’s essays http://www.paulgraham.com/articles.html Aaron Ginn http://www.aginnt.com Josh Elman https://medium.com/@joshelman Or just follow most of these guys as they answer questions at: http://www.quora.com/Growth-Hacking Books: The Lean Startup by Eric Ries The Lean Entrepreneur by Brant Cooper and Patrick Vlaskovits Founders at Work by Jessica Livingston Viral Loop by Adam L. Penenberg Contagious by Jonah Berger Lean Startup Marketing by Sean Ellis Presentations, Shows, and Classes: http://www.creativelive.com/courses/smart-pr-artists-entrepreneurs-and-small-business-ryan-holiday (a ten-hour course I made with creativeLIVE on marketing, attention, and free publicity) http://www.slideshare.net/mattangriffel/growth-hacking http://quibb.com/links/growth-hackers-conference-all-the-lessons-from-every-presentation http://www.slideshare.net/yongfook/growth-hacking-101-your-first-500000-users http://www.slideshare.net/gueste94e4c/dropbox-startup-lessons-learned-3836587 https://www.growthhacker.tv http://www.slideshare.net/yongfook/actionable-growth-hacking-tactics https://generalassemb.ly/education/user-acquisition-growth-hacking-for-startups https://www.udemy.com/growth-hacking-lean-marketing-for-startups http://www.slideshare.net/vlaskovits/growthhacker-live-preso-by-patrick-vlaskovits-pv http://www.slideshare.net/timhomuth/think-like-a-growth-hacker http://www.fourhourworkweek.com/blog/2011/09/24/how-to-create-a-million-dollar-business-this-weekend-examples-appsumo-mint-chihuahuas http://www.growhack.com/case-studies There Is Even a Growth Hackers’ Conference: http://growthhackersconference.com Endnotes 1 http://andrewchen.co/2012/04/27/how-to-be-a-growth-hacker-an-airbnbcraigslist-case-study. 2 E-mail to author, April 18, 2013. 3 Dialogue from Viral Loop by Adam L.
7 The service soon retooled to become Instagram as we know it: a mobile app for posting photos with filters. The result? One hundred thousand users within a week of relaunching. Within eighteen months, the founders sold Instagram for $1 billion. Both of these companies spent a long time trying new iterations until they had achieved what growth hackers call Product Market Fit (PMF). That is, the product and its customers are in perfect sync with each other. Eric Ries, author of The Lean Startup, explains that the best way to get to Product Market Fit is by starting with a “minimum viable product” and improving it based on feedback—as opposed to what most of us do, which is to try to launch with what we think is our final product. Today, it is the marketer’s job as much as anyone else’s to make sure Product Market Fit happens. Rather than waiting for it to happen magically, marketers need to contribute to this process.
Perhaps you’re not generating enough e-mail addresses or users make it 99 percent of the way through your shopping cart and then too many of them quit at the last second. Everything can be improved—that’s what we’ve got to remind ourselves. The reality is that your product is probably broken in at least one way. And we must avail ourselves of the data and other information that tell us where those problems are. The role of the growth hacker is to ruthlessly optimize incoming traffic for success. As Eric Ries explains in The Lean Startup, “the focus needs to be on improving customer retention.” Forget the conventional wisdom that says if a company lacks growth, it should invest more in sales and marketing. Instead, it should invest in refining and improving the service itself until users are so happy that they can’t stop using the service (and their friends come along with them). This should come as a major relief—I know it did for me.
Startup Communities: Building an Entrepreneurial Ecosystem in Your City by Brad Feld
barriers to entry, cleantech, cloud computing, corporate social responsibility, G4S, Grace Hopper, job satisfaction, Kickstarter, Lean Startup, minimum viable product, Network effects, paypal mafia, Peter Thiel, place-making, pre–internet, Richard Florida, Ruby on Rails, Silicon Valley, Silicon Valley startup, smart cities, software as a service, Steve Jobs, text mining, Y Combinator, zero-sum game, Zipcar
EXPERIMENT AND FAIL FAST The phrase fail fast is used throughout the startup ecosystem and has come to encapsulate the notion of continually trying new things, measuring the results, and either modifying the approach or doubling down, depending on the outcome. Eric Ries in his book The Lean Startup and the corresponding activity around the lean startup methodology has recently popularized this. This approach is a key attribute of vibrant startup communities. Think of your startup community as a lean startup—one that needs to try lots of experiments, measure the results, and pivot when things aren’t working. It’s not that you should fail fast across the entire startup community; instead you should fail fast on specific initiatives that don’t go anywhere, attract little interest, or generate no impact.
If you cross a beauty pageant with a debate, plop it into a contrived startup competition format, and surround it with a revivalist atmosphere filled with entrepreneurial gospel, then you get the glorious mess known as the campus business-plan competition. Such competitions are inevitably flawed. Time frames are artificial. Companies are at various stages of development. Hard emphasis on planning is at odds with lean startup practices. And only in the bizarre environs of a campus competition does a nonprofit seeking a sustainable way to fund an orphanage in Africa compete with a carbon-capture technology that would store greenhouse gases in the ocean. Here is an even more curious thing. It somehow works. CU Boulder launched its New Venture Challenge in 2008. We were not—and to this day are not—the first, best, or biggest competition.
Optimally, these activities will be bottom up and engage anyone in the community who is interested in participating. MICRO VERSUS MACRO Entrepreneurs often focus on the micro, that is, specific things that need to get done or will have impact. In contrast, government focuses on the macro. When I talk to leaders in government, they use words like global, macroeconomic, policy, innovation, and economic development. These are not words that entrepreneurs use; entrepreneurs talk about lean, startup, product, and people. Several years ago I was giving a talk about the Boulder startup community to a cross-section of Boulder business and local government people. During the Q&A section, a woman I knew got up and said, “What do you think ecodevos should be doing to help?” I stood, stunned for a moment because I didn’t know what ecodevos were. All I could think of was “Whip It” from the punk rock band Devo, and I had to restrain myself from blurting out “Whip It, Whip It Good.”
Black Box Thinking: Why Most People Never Learn From Their Mistakes--But Some Do by Matthew Syed
Airbus A320, Alfred Russel Wallace, Arthur Eddington, Atul Gawande, Black Swan, British Empire, call centre, Captain Sullenberger Hudson, Checklist Manifesto, cognitive bias, cognitive dissonance, conceptual framework, corporate governance, creative destruction, credit crunch, crew resource management, deliberate practice, double helix, epigenetics, fear of failure, fundamental attribution error, Henri Poincaré, hindsight bias, Isaac Newton, iterative process, James Dyson, James Hargreaves, James Watt: steam engine, Johannes Kepler, Joseph Schumpeter, Kickstarter, Lean Startup, mandatory minimum, meta analysis, meta-analysis, minimum viable product, publication bias, quantitative easing, randomized controlled trial, selection bias, Shai Danziger, Silicon Valley, six sigma, spinning jenny, Steve Jobs, the scientific method, Thomas Kuhn: the structure of scientific revolutions, too big to fail, Toyota Production System, US Airways Flight 1549, Wall-E, Yom Kippur War
“If I want to become a top commercial architect known for energy-efficient, minimalist designs, I must first design inefficient, clunky buildings.” The notion of getting into the trial and error process early informs one of the most elegant ideas to have emerged from the high-tech revolution: the lean start-up. This approach contains a great deal of jargon, but is based upon a simple insight: the value of testing and adapting. High-tech entrepreneurs are often brilliant theorists. They can perform complex mathematics in their sleep. But the lean start-up approach forces them to fuse these skills with what they can discover from failure. How does it work? Instead of designing a product from scratch, techies attempt to create a “minimum viable product” or MVP. This is a prototype with sufficient features in common with the proposed final product that it can be tested on early adopters (the kind of consumers who buy products early in the life cycle and who influence other people in the market).
If the MVP sufficiently resembles the proposed final product, but none of the early adopters have any interest in it, then you can be pretty sure that the entire business plan is worth ripping up. You have saved a huge amount of time and money by failing early. But if the MVP looks like a possible winner, you can now find out how it can be improved further. This is the second question answered by the lean start-up approach. You can see what features the consumers like and what they don’t like; you can see flaws in the concept and vary its assumptions as you develop toward the final product. In other words, you have hardwired the evolutionary process into the design of the business. • • • And this brings us back to Drew Houston. His problem, you’ll remember, was that he couldn’t raise the funds to get his file sharing idea off the ground.
“Our beta waiting list went from 5,000 people to 75,000 people literally overnight. It totally blew us away.”16 Houston had demonstrated that people wanted the product. It enabled him to raise more capital and continue product development with confidence. But it also enabled him to interact with the early adopters, develop practical knowledge, and refine the product. That is the value of the lean start-up. Nick Swinmurn, another technology entrepreneur, created a rather different MVP. He reckoned the world needed a website in order to purchase a stylish collection of shoes. He could have gone about this in the usual way: raising millions in capital, creating a vast inventory, and developing relationships with all the various manufacturers: i.e., designing the entire company from scratch from a blueprint.
Think Like an Engineer: Use Systematic Thinking to Solve Everyday Challenges & Unlock the Inherent Values in Them by Mushtak Al-Atabi
3D printing, agricultural Revolution, Albert Einstein, Barry Marshall: ulcers, Black Swan, business climate, call centre, Clayton Christensen, clean water, cognitive bias, corporate social responsibility, dematerialisation, disruptive innovation, Elon Musk, follow your passion, global supply chain, happiness index / gross national happiness, invention of the wheel, iterative process, James Dyson, Kickstarter, knowledge economy, Lao Tzu, Lean Startup, On the Revolutions of the Heavenly Spheres, remote working, shareholder value, six sigma, Steve Jobs, Steven Pinker
The concept of “Lean Entrepreneurship” or “Lean Startup” represents one of the systematic techniques to yield a high Return on Failure. The concept is outlined in details in the book ‘The Lean Startup’ by Eric Ries. As entrepreneurs are always in search of repeatable, sustainable and scalable business models, the basic premise of the Lean Entrepreneurship is to quickly (and as cheaply as possible) build products and get them into the hands of customers so that entrepreneurs can measure, learn, and produce even better ideas that will help identify that repeatable, sustainable and scalable business model. The evolutionary Build-MeasureLearn lean entrepreneurship cycle shown below needs to happen in the shortest time possible and with the minimum cost possible. Lean Startup Reduces the Time Taken for the Build-Measure-Learn Cycle (Source: The Lean Startup, Eric Ries) Kal Joffres is the co-founder of Tandemic, where he helps NGOs and companies such as Microsoft, Novo Nordisk, and Standard Chartered to leverage the power of open innovation and social innovation to create new products and services.
Lean Startup Reduces the Time Taken for the Build-Measure-Learn Cycle (Source: The Lean Startup, Eric Ries) Kal Joffres is the co-founder of Tandemic, where he helps NGOs and companies such as Microsoft, Novo Nordisk, and Standard Chartered to leverage the power of open innovation and social innovation to create new products and services. His organisation maintains HATI, the largest database for NGOs in Malaysia. When HATI started to receive requests from people who were looking for volunteering opportunities, Kal realised that there is a need to help match volunteers with NGOs and that was how “do something good” came about. Tandemic spent a considerable amount of time and money building the website http://dosomething.gd. “This took a big chunk of my holiday time in France,” Kal said jokingly. However after the website was launched, it did not perform as expected!
Although active in the NGOs and volunteering space, Kal admits that without putting a product in the hands of the customer, it is not likely to get the value proposition correct. “Let’s face it, your first idea is seldom your best one!” Kal said. Kal Joffres, Co-founder of Tandemic Realising that the real need is to develop a solution to help NGOs capitalise on the interest in volunteering as well as to train and manage volunteers, “do something good” used the lean startup principles to roll out a number of successful products including the “Super Volunteers Programme” where “super volunteers” help the NGOs organise and manage the other volunteers. Do Something Good Website 11.7 Funding Entrepreneurship No chapter about entrepreneurship is complete without a section on how to raise funds to support different entrepreneurial activities. There are a number of ways to get the funds to start up an entrepreneurial activity, including borrowing money from family and friends or convincing some investors to invest in the new business in return for some shares in it.
Zucked: Waking Up to the Facebook Catastrophe by Roger McNamee
4chan, Albert Einstein, algorithmic trading, AltaVista, Amazon Web Services, barriers to entry, Bernie Sanders, Boycotts of Israel, Cass Sunstein, cloud computing, computer age, cross-subsidies, data is the new oil, Donald Trump, Douglas Engelbart, Douglas Engelbart, Electric Kool-Aid Acid Test, Elon Musk, Filter Bubble, game design, income inequality, Internet of things, Jaron Lanier, Jeff Bezos, John Markoff, laissez-faire capitalism, Lean Startup, light touch regulation, Lyft, Marc Andreessen, Mark Zuckerberg, market bubble, Menlo Park, Metcalfe’s law, minimum viable product, Mother of all demos, move fast and break things, move fast and break things, Network effects, paypal mafia, Peter Thiel, pets.com, post-work, profit maximization, profit motive, race to the bottom, recommendation engine, Robert Mercer, Ronald Reagan, Sand Hill Road, self-driving car, Silicon Valley, Silicon Valley startup, Skype, Snapchat, social graph, software is eating the world, Stephen Hawking, Steve Jobs, Steven Levy, Stewart Brand, The Chicago School, Tim Cook: Apple, two-sided market, Uber and Lyft, Uber for X, uber lyft, Upton Sinclair, WikiLeaks, Yom Kippur War
Thus began the “lean startup” model. Without the huge expense and operational burden of creating a full tech infrastructure, new companies did not have to aim for perfection when they launched a new product, which had been Silicon Valley’s primary model to that point. For a fraction of the cost, they could create a minimum viable product (MVP), launch it, and see what happened. The lean startup model could work anywhere, but it worked best with cloud software, which could be updated as often as necessary. The first major industry created with the new model was social media, the Web 2.0 startups that were building networks of people rather than pages. Every day after launch, founders would study the data and tweak the product in response to customer feedback. In the lean startup philosophy, the product is never finished.
They could raise venture capital on favorable terms, hire a bigger team, improve the product, and spend to acquire more users. Or they could do what the founders of Instagram and WhatsApp would eventually do: sell out for billions with only a handful of employees. Facebook’s motto—“Move fast and break things”—embodies the lean startup philosophy. Forget strategy. Pull together a few friends, make a product you like, and try it in the market. Make mistakes, fix them, repeat. For venture investors, the lean startup model was a godsend. It allowed venture capitalists to identify losers and kill them before they burned through much cash. Winners were so valuable that a fund needed only one to provide a great return. When hardware and networks act as limiters, software must be elegant. Engineers sacrifice frills to maximize performance.
New company formation, which had peaked in 1977, has been in decline ever since. The exception was Silicon Valley, where large companies struggled to keep up with rapidly evolving technologies, creating opportunities for startups. The startup economy in the early eighties was tiny but vibrant. It grew with the PC industry, exploded in the nineties, and peaked in 2000 at $120 billion, before declining by 87 percent over two years. The lean startup model collapsed the cost of startups, such that the number of new companies rebounded very quickly. According to the National Venture Capital Association, venture funding recovered to seventy-nine billion dollars in 2015 on 10,463 deals, more than twice the number funded in 2008. The market power of Facebook, Google, Amazon, and Apple has altered the behavior of investors and entrepreneurs, forcing startups to sell out early to one of the giants or crowd into smaller and less attractive opportunities.
Doing Good Better: How Effective Altruism Can Help You Make a Difference by William MacAskill
barriers to entry, basic income, Black Swan, Branko Milanovic, Cal Newport, Capital in the Twenty-First Century by Thomas Piketty, carbon footprint, clean water, corporate social responsibility, correlation does not imply causation, Daniel Kahneman / Amos Tversky, David Brooks, effective altruism, en.wikipedia.org, end world poverty, experimental subject, follow your passion, food miles, immigration reform, income inequality, index fund, Intergovernmental Panel on Climate Change (IPCC), Isaac Newton, job automation, job satisfaction, Lean Startup, M-Pesa, mass immigration, meta analysis, meta-analysis, microcredit, Nate Silver, Peter Singer: altruism, purchasing power parity, quantitative trading / quantitative ﬁnance, randomized controlled trial, self-driving car, Skype, Stanislav Petrov, Steve Jobs, Steve Wozniak, Steven Pinker, The Future of Employment, The Wealth of Nations by Adam Smith, universal basic income, women in the workforce
In both career choice and entrepreneurship, you start out with a tiny amount of relevant information, but you have to use that information to cope with a huge number of variables. Moreover, as things progress, these variables shift: you’re constantly gaining new information; and new, often entirely unexpected, opportunities and problems arise. Because of this, armchair reasoning about what will and won’t happen isn’t very useful. In the case of entrepreneurship, Eric Ries has argued forcefully for this idea and created the popular Lean Startup movement. The idea behind the Lean Startup is that many entrepreneurs make the mistake of getting excited about some product or idea and then doing everything they can to push it onto the world even before they’ve tested it to see if there’s a market for it. When companies do this, products often fail because they were reasoning from the armchair when they should have been experimenting. Ries argues that entrepreneurs should think of their ideas or products like hypotheses, and continually test, ultimately letting the potential customers determine what the product should be.
think of career decisions like an entrepreneur would think about starting a company: Jess Whittlestone, “Your Career Is Like a Startup,” 80,000 Hours (blog), https://80000hours.org/2013/07/your-career-is-like-a-startup/. This idea was independently proposed by LinkedIn cofounder Reid Hoffman and entrepreneur Ben Casnocha in their book The Start-up of You: Adapt to the Future, Invest in Yourself, and Transform Your Career (New York: Crown Business, 2012). the popular Lean Startup movement: Eric Ries, The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses (New York: Crown Business, 2011). (entrepreneurs have less than a 10 percent chance of ever selling their shares in the company at profit): Ryan Carey, “The Payoff and Probability of Obtaining Venture Capital,” 80,000 Hours (blog), June 25, 2014, https://80000hours.org/2014/06/the-payoff-and-probability-of-obtaining-venture-capital/.
., 67–68 Hong Kong, 131 Humane League, 143, 190 Humane Society of the United States Farm Animal Protection Campaign, 190 Hurford, Peter, 147, 154–55, 157, 160–61 Idealist, 55 immigration, 187–89 immunization programs, 46–47 impact of causes, measurement of, 34 implementation of charities, 109, 117–18 improving lives as measure of impact, 34 income and food purchases, 20 global average of, 49 global income distribution, 48–49, 49 income inequality, 15–25, 16, 18, 50 pledging ten percent of, 199 richest 10 percent of world, 23 and well-being, 21, 21–23 India, 20, 123, 130 Indigenous, 132 Industrial Revolution, 131 inefficiencies of aid, 45–46 Innovations for Poverty Action Lab, 9, 105, 115 insulation and carbon footprint, 136 Intergovernmental Panel on Climate Change, 95, 98, 179 International Christian Support (now called Investing in Children and Their Societies; ICS), 6–7 international labor mobility, 187–89, 194 intestinal worms, 8–9, 183 Iodine Global Network (IGN), 126–27, 127 Islam, Habiba, 167 Ivory Coast, 104, 123 Japan earthquakes and tsunamis in, 58–59 and Fukushima disaster, 79–80, 83–84 homicide rate in, 185 Japanese Red Cross Society, 59 Jay-Z, 3 Jenner, Edward, 69 Jobs, Steve, 149, 152 juvenile crime, 70–74 Kahneman, Daniel, 173 Kaposi’s sarcoma, 52, 52–53 Karnofsky, Holden, 12 Kendrick, Pearl, 171 Kenya, 105, 122, 123, 170–71 Kerry, John, 179 Kilian, Bernard, 134 Kremer, Michael, 5–9, 11, 108 Kristof, Nicholas D., 130 Krugman, Paul, 131 Kuyichi, 132 Laos, 130 law of diminishing returns, 58–61, 62–66 Lean Startup movement, 159 legal profession as career choice, 164 Levitt, Steven, 84–86 Lewis, Greg and earning to give, 74–78 on impact of medicine, 62–66, 74–75, 76 medical ambitions of, 55, 56 life expectancies, 19, 45 Lipeyah, Paul, 6–7 literacy, 103–4 lives saved by doctors, 63–66, 75 Living Goods, 125–26, 127 lower-bound reasoning, 91 low-probablity events, 83–84 malaria and bed nets, 52, 53, 112, 113–14, 117 deaths from, 46–47, 60 and expected values, 81–82 funding dedicated to, 61–62 and program implementation, 117 See also Against Malaria Foundation marginal utility, 57–58 marketing careers, 165, 167 Massachusetts, 87 Mather, Rob, 157, 177 Matthews, Dylan, 174 measles, 121 meat and meat consumption, 136, 141–43 media coverage of disasters and causes, 59–60 medicine as career choice, 164 mega-charities, 120 Mercy for Animals, 143, 175, 190 Mexico, 133, 137 microcredit/microloans, 114–15 micromorts, 82–83 migrants, 187–89 Miliband, Ed, 90 missions of charities, 109, 110 Monbiot, George, 137–38, 140 Montagnier, Luc, 171 Montenegro, Claudio, 188 monthly donations, 197 moral licensing, 144–46 motivation, altruistic, 166–67 Moyo, Dambisa, 43, 44, 45, 46, 50 Mozambique, 3, 104, 123 M-Pesa system, 105 Mulder, Frederick, 177 National Area Health Education Center Organization, 63 National Mobilization Against Sweatshops, 129 natural disasters, 80 natural gas, 136 neglectedness of problems/causes, 181, 183 neglected tropical diseases, 183 Net Impact, 55 New Hampshire, 86 Niehaus, Paul, 169 Niemi, Niina, 134 Nigeria, 188 Nike, 129 Noda, Yoshihiko, 80 nongovernmental organizations (NGOs), 77 Nordhaus, William, 170 normal distributions in statistics, 47–48, 48 Norwood, Bailey, 141–42 No Sweat Apparel, 129 Nothing But Nets, 113–14 Nuclear Threat Initiative, 194 Obama, Barack, 179 objections to charitable giving, 40–41 Occupy Wall Street, 15 offsetting greenhouse gases emissions, 137–40 One Foundation, 3 100x Multiplier, 15–25, 62, 66 “the 1 percent,” 15–18 One Water, 3 Orbinski, James, 29–34 Ord, Toby, 12 outsourcing of jobs, 165 overhead costs of charities, 106 Oxfam, 120 Parliament (MP), value of career in, 90–94 passion and career choices, 149–53, 154 Penna, Robert M., 40 People Tree, 132 personal fit with problems/causes, 41–43, 148–55, 181 Peru, 191 Pew Charitable Trusts, 187 pigs and pork, 141–42, 143 Piketty, Thomas, 15 plastic bags, 136 PlayPumps, 1–5, 9–10, 47 PlayPumps International, 2–3, 11 polio, 121 political careers, 89–94, 174 political causes, 182 political rally participation, 88 poor countries and career choices, 76–78 cost effectiveness of programs in, 62, 121 and fair-trade products, 133 and law of diminishing returns, 61 lives saved by doctors in, 66 and sweatshop laborers, 131–32 presidential election of 2008, 85 preventable diseases, deaths from, 46–47, 60 Pritchett, Lant, 188 programming skills, 161, 164 Public Broadcasting System (PBS), 5 quality-adjusted life years (QALYs) concept of, 34–39 and cost-effectiveness evaluations, 112 and evidence behind claims of programs, 116–17 graphs illustrating, 35, 36 and lives saved by doctors, 63, 65 Quirk, Lincoln, 170 Quoidbach, Jordi, 150–51 Rath, Pim Srey, 130 regression to the mean, 73–74 Reid, Harry, 179 research, funding spent on, 110 research careers, 171–73 rich countries cost effectiveness for programs in, 62 and easily preventable diseases, 62 lives saved by doctors in, 66 Ries, Eric, 159 Round-about Water Solutions, 5 Rumsfeld, Donald, 44 Rwandan genocide, 29–32 Sachs, Jeffrey, 131 sacrifices in altruism, 12 sales careers, 165, 167 Salvation Army, 32–33 scale of problems/causes, 181 Scared Straight program, 70–74, 114 Schindler’s List (1993), 196–97 Schistosomiasis Control Initiative founder of, 157 GiveWell’s endorsement of, 124–25, 127, 197 and neglected tropical diseases, 183 scientific research careers, 171–73 Shapiro, Arnold, 70–71 Silver, Nate, 85 Singapore, 131 SKAT, 11 Skoll Global Threats Fund, 99 slavery, 94–95 smallpox, eradication of, 45–46, 47, 67–69, 121 social cost of greenhouse gas emissions, 97–98 software engineering, 164 Solar Radiation Management Governance Initiative, 193 Somalia, 68 South Africa, 2, 3 South Korea, 131 Soviet Union, 68–69 Spain, 136 Stern Review, 190–91 Stocker, Thomas F., 179 strokes, 35 Stuiver, Ronnie, 1 sub-Saharan Africa health education in, 104 life expectancy in, 45 and Against Malaria Foundation, 125 and Schistosomiasis Control Initiative, 124 supply and demand, law of, 87–88 Swaziland, 3 SweatFree Communities, 129 sweatshops, 128–32 alternatives to, 132 conditions in, 129, 130 desirability of jobs in, 130–31 economic pressures of, 130 and extreme poverty, 130, 132 Swiss Resource Centre and Consultancies for Development (SKAT), 3–4 Taiwan, 131 Taleb, Nassim, 98 Teach for America, 55 Tea Party rallies, 89 technology oriented careers, 163, 164 tenure, 153 testing effectiveness of programs, 74 textbooks, 7, 103–4, 108–9 Thailand, 130 Theroux, Louis, 78 thinking at the margin, 57 Time magazine, 3 tractability of problems/causes, 181, 182–83 trade professions, 165 travel, carbon foot print from, 136, 137–38 Trigg, Jason, 166 tsunamis, 58, 79 tuberculosis, 60 Tversky, Amos, 173 Uganda and fair-trade products, 134 and GiveDirectly, 105, 122 and Living Goods, 125 Under the Knife (2007), 78 UNICEF, 3–4, 11, 120, 132 United Kingdom affluence of, 17 homicide rate in, 185 medical students in, 55 political careers in, 174 and social cost of greenhouse gas emissions, 97 value of political careers in, 90–94 United Nations Climate Change Conference in Copenhagen, 191 United States benefits from medicine in, 63, 65 career choices in, 164 and climate change, 191 cost effectiveness for programs in, 62 and factory farms, 190 and fair-trade products, 134 greenhouse gases of, 135 homicide rate in, 185 income and income inequality in, 15–16, 17, 22 and Industrial Revolution, 131 infrastructure costs in, 46 lives saved by doctors in, 75 medical students in, 55 poverty in, 18, 184 and presidential election of 2008, 85 and quality of goods, 20 and social cost of greenhouse gas emissions, 97 social security spending of, 44 and sweatshop laborers, 131–32 and value of charitable giving, 22 voting in, 84–87 United Students Against Sweatshops, 129 United Way, 33–34 University of Chicago Crime Lab, 187 University of Oxford Geoengineering Programme, 193 US Department of Labor, 132 US Department of Transportation, 46 US Environmental Protection Agency, 46 US Food and Drug Administration, 46 vaccination programs, 118 Valkila, Joni, 134 vegetarianism, 87–88, 141–43, 175 Virginia, 86 volunteering, 175–76 voting, expected value of, 84–87 Washington State Institute for Public Policy, 72 water, 1–5, 56–57 Watts, Alan, 149–50 Wave, 170–71 well-being, subjective assessments of, 21, 21–23, 39–40 Well-Being-Adjusted Life Years (WALYs), 39–40 What If Money Was No Object (YouTube video), 149 The White Man’s Burden (Easterly), 43 Whittlestone, Jess, 168 Wikipedia, 175 Wilson, Timothy, 150–51 Winfrey, Oprah, 55 World Bank, 60, 134 World Bank Development Marketplace Award, 2 World Health Organization (WHO), 60, 69 WorldVision, 120 World War II, 98 Wozniak, Steve, 152 Yunus, Muhammad, 114 Zambia, 3 Zhdanov, Viktor, 68–69 Zimbabwe Bush Pump, 4 Looking for more?
Dual Transformation: How to Reposition Today's Business While Creating the Future by Scott D. Anthony, Mark W. Johnson
activist fund / activist shareholder / activist investor, additive manufacturing, Affordable Care Act / Obamacare, Airbnb, Amazon Web Services, autonomous vehicles, barriers to entry, Ben Horowitz, blockchain, business process, business process outsourcing, call centre, Clayton Christensen, cloud computing, commoditize, corporate governance, creative destruction, crowdsourcing, death of newspapers, disintermediation, disruptive innovation, distributed ledger, diversified portfolio, Internet of things, invention of hypertext, inventory management, Jeff Bezos, job automation, job satisfaction, Joseph Schumpeter, Kickstarter, late fees, Lean Startup, Lyft, M-Pesa, Marc Andreessen, Mark Zuckerberg, Minecraft, obamacare, Parag Khanna, Paul Graham, peer-to-peer lending, pez dispenser, recommendation engine, self-driving car, shareholder value, side project, Silicon Valley, Skype, software as a service, software is eating the world, Steve Jobs, the market place, the scientific method, Thomas Kuhn: the structure of scientific revolutions, transfer pricing, uber lyft, Watson beat the top human players on Jeopardy!, Y Combinator, Zipcar
The great thing about kites is that, when they crash, no one gets hurt. To optimize the kite, the Wrights built a simple wind tunnel, which made it much easier to run experiments. Fortunately, the past decade has concurrently seen an explosion of tools to help design and execute experiments and a rapid decline in the cost of these experiments. Books like Steve Blank’s Four Steps to the Epiphany, Eric Ries’s The Lean Startup, and coauthor Scott Anthony’s The First Mile provide practical toolkits to systematically de-risk an idea. The basic idea behind all these books is to apply the scientific method to strategic uncertainty. The First Mile uses two acronyms to explain the process. The first is DEFT, which stands for document, evaluate, focus, and test. First, document your idea thoroughly to make sure you have thought through all of its components.
Get Out of the Building Steve Blank teaches at Stanford University and the University of California at Berkeley, but he is hardly a traditional academic. Rather, in his career Blank has actively participated in more than a dozen startups and by now has mentored hundreds more. Over the past decade he has emerged as a prominent thought leader, describing how to take a more scientific approach to the creation of new businesses. One of his mentees, Eric Ries, wrote the 2011 book The Lean Startup, which has become a must-read for almost any entrepreneur. The epigraph in Blank’s 2013 book with Bob Dorf (The Startup Owner’s Manual) says it all: “Get out of the building!” It is hard to become more curious when the stimuli you receive is limited to the thick carpets of the executive floor or the five-star hotel you stay at on road trips. Take any excuse you can to get out of the building to do the following: Visit a customer in her natural habitat Spend time with a team working on a new growth venture, not in an orchestrated review but in the field Call on an interesting startup in your area, not to sell but only to learn Just go out and explore when you are on the road.
Harvard Business Review Online, December 10, 2008, https://hbr.org/2008/12/can-established-companies-disr. The discipline of testing: Anthony, The First Mile; Steven Gary Blank and Bob Dorf, The Startup Owner’s Manual: The Step-by-Step Guide for Building a Great Company (Pescadero, CA: K&S Ranch, 2012); Rita Gunther McGrath and Ian C. MacMillan, Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity (Boston: Harvard Business Press, 2009); Eric Ries, The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses (New York: Crown Business, 2011). Chapter 4 Paul Graham quote: Startupquote.com, http://startupquote.com/post/10855215114. Medtronic and Plunify case examples: Scott D. Anthony, “The New Corporate Garage,” Harvard Business Review, September 2012. Gilbert’s salesforce decision: Scott D. Antony, “What the Media Industry Can Teach Us About Digital Business Models,” Harvard Business Review Online, June 23, 2015.
Do More Faster: TechStars Lessons to Accelerate Your Startup by Brad Feld, David Cohen
augmented reality, computer vision, corporate governance, crowdsourcing, disintermediation, hiring and firing, Inbox Zero, Jeff Bezos, Kickstarter, knowledge worker, Lean Startup, Ray Kurzweil, recommendation engine, risk tolerance, Silicon Valley, Skype, slashdot, social web, software as a service, Steve Jobs
Remember that living the startup life requires both art and science and is simultaneously qualitative and quantitative. Take all the inputs you can gather and then make the decisions that feel right to both your head and your gut. Ryan McIntyre offers potentially conflicting advice at TechStars in 2009. Progress Equals Validated Learning Eric Ries Eric is the co-founder and CTO of IMVU and is the author of The Lean Startup Methodology. Would you rather have $30,000 or $1,000,000 in revenues for your startup? Sounds like a no-brainer, but I'd like to try and convince you that it's not. This may sound crazy, coming as it does from an advocate of charging customers for your product from Day One. I have counseled innumerable entrepreneurs to change their focus to revenue, and many companies that refuse this advice get themselves into trouble by running out of time.
Fundamentally, all startups want to make progress. But as Eric points out, the measures of progress are often wrong and misleading, especially at the early stages. Using the filter of “validated learning” (namely—something that you've learned that you know is true) is a powerful frame of reference that forces more discipline into the discussion. We've gotten to know Eric well over the past few years and think his work on the Lean Startup Methodology is incredible. We encourage all entrepreneurs to become disciples of Eric. The Plural of Anecdote Is Not Data Brad Feld Brad is a managing director at Foundry Group and one of the co-founders of TechStars. A phrase that is often heard around TechStars is “the plural of anecdote is not data.” While the original attribution of this quote is murky (see http://bit.ly/anecdt) the meaning is powerful and applies importantly to both mentors and entrepreneurs.
Don't Celebrate the Wrong Things Rob Johnson Rob is a co-founder of EventVue, a company that helps conference organizers by providing an online community for the event and driving new conference registrations. EventVue raised $500,000 from angel investors after completing TechStars in 2007 but ultimately shut down. All startups have too many available choices. It's the fundamental challenge of a startup—what customers to choose, what problem to solve, what flow to present to the user. Several methodologies have recently emerged, such as Eric Ries's lean startups to help guide you through the critical market and product decisions that drive you toward the promised land of hockey stick growth. But these methodologies fail to directly address an absolutely crucial component of doing a startup: how to keep everyone excited about your company. In my firsthand experience with EventVue and my experience watching other TechStars companies, I've come to understand that the magic to keeping and growing momentum in your startup is knowing what to celebrate.
Platform Revolution: How Networked Markets Are Transforming the Economy--And How to Make Them Work for You by Sangeet Paul Choudary, Marshall W. van Alstyne, Geoffrey G. Parker
3D printing, Affordable Care Act / Obamacare, Airbnb, Alvin Roth, Amazon Mechanical Turk, Amazon Web Services, Andrei Shleifer, Apple's 1984 Super Bowl advert, autonomous vehicles, barriers to entry, big data - Walmart - Pop Tarts, bitcoin, blockchain, business cycle, business process, buy low sell high, chief data officer, Chuck Templeton: OpenTable:, clean water, cloud computing, connected car, corporate governance, crowdsourcing, data acquisition, data is the new oil, digital map, discounted cash flows, disintermediation, Edward Glaeser, Elon Musk, en.wikipedia.org, Erik Brynjolfsson, financial innovation, Haber-Bosch Process, High speed trading, information asymmetry, Internet of things, inventory management, invisible hand, Jean Tirole, Jeff Bezos, jimmy wales, John Markoff, Khan Academy, Kickstarter, Lean Startup, Lyft, Marc Andreessen, market design, Metcalfe’s law, multi-sided market, Network effects, new economy, payday loans, peer-to-peer lending, Peter Thiel, pets.com, pre–internet, price mechanism, recommendation engine, RFID, Richard Stallman, ride hailing / ride sharing, Robert Metcalfe, Ronald Coase, Satoshi Nakamoto, self-driving car, shareholder value, sharing economy, side project, Silicon Valley, Skype, smart contracts, smart grid, Snapchat, software is eating the world, Steve Jobs, TaskRabbit, The Chicago School, the payments system, Tim Cook: Apple, transaction costs, Travis Kalanick, two-sided market, Uber and Lyft, Uber for X, uber lyft, winner-take-all economy, zero-sum game, Zipcar
Based on analogies like this, Haier’s leadership team hypothesizes that a reduction in its user distance measure may improve its product design, customer service, and marketing efficiency. Thus, a seemingly abstract metric like user distance may have a highly practical, dollars-and-cents impact on your bottom line. STAGE 3: METRICS DURING THE MATURITY PHASE Once a platform business has moved past the phases of startup and early growth, new challenges and issues emerge. Eric Ries, the writer and entrepreneur known for pioneering the “lean startup” movement, emphasizes that, for the mature company, incremental innovation and metrics must be closely related to each other. “When making improvements to your product,” Ries observes, “the only arbiter of whether or not it was successful is the metrics. And, when you are implementing an improvement to your product, you should be testing that improvement against a baseline.” Somewhat in line with Ries’s thinking, Amrit Tiwana, a professor at the University of Georgia, suggests that metrics suitable for information technology platforms that have reached the maturity phase should meet three major requirements: they should drive innovation, have a high signal-to-noise ratio, and facilitate resource allocation.14 First, let’s focus on the role of metrics in driving innovation.
Having learned from this mistake, Gary Swart, former CEO of oDesk, writes eloquently about the need for highly focused metrics, especially in the critical early period of a startup: As a business leader you need to figure out the metric that matters most for your company and understand that the more you measure, the less prioritized you’ll be. Don’t fall into the trap of trying to measure everything. What I’ve learned is that in the early days, what matters most is having customers who love and use your product. Figure out the one or two best measures to determine this.17 Lean startup guru Eric Ries echoes the need to be selective in the design and use of metrics. In particular, he cautions against what he calls “vanity metrics,” such as total sign-ups—a relatively meaningless statistic that often increases even as the volume of interactions is flat or actually declining. Vanity metrics fail to indicate accurately whether the business is really achieving critical mass or the liquidity it needs.
Josh Costine, “BranchOut Launches Talk.co to Expand from Networking into a WhatsApp for the Workplace,” TechCrunch, October 7, 2013, http://techcrunch.com/2013/10/07/talk-co/. 3. Teresa Torres, “Why the BranchOut Decline Isn’t Surprising,” Product Talk, June 7, 2012, http://www.producttalk.org/2012/06/why-the-branchout-decline-isnt-surpising/. 4. John Egan, “Anatomy of a Failed Growth Hack,” John Egan blog, December 6, 2012, http://jwegan.com/growth-hacking/autopsy-of-a-failed-growth-hack/. 5. Derek Sivers, “The Lean Startup—by Eric Ries,” Derek Sivers blog, October 23, 2011, https://sivers.org/book/LeanStartup. 6. Alistair Croll and Benjamin Yoskovitz, Lean Analytics: Use Data to Build a Better Startup Faster (Sebastopol, CA: O’Reilly Media, 2013). 7. Christian Rudder, “The Mathematics of Beauty,” OkTrends: Dating Research from OkCupid, January 10, 2011, http://blog.okcupid.com/index.php/the-mathematics-of-beauty/. 8.
Shipping Greatness by Chris Vander Mey
corporate raider, don't be evil, en.wikipedia.org, fudge factor, Google Chrome, Google Hangouts, Gordon Gekko, Jeff Bezos, Kickstarter, Lean Startup, minimum viable product, performance metric, recommendation engine, Skype, slashdot, sorting algorithm, source of truth, Steve Jobs, Superbowl ad, web application
I hate to break it to you, but you might be wrong about what customers need. We all know that Amazon, Google, and others have been wrong many times. So you’re probably right, but the best way to prove you are is to give customers a product and see what they say. Serial software entrepreneur Eric Ries seems to agree with this approach, and makes a compelling case for building what he calls the minimum viable product in his book The Lean Startup (Crown Business). Ries defines the minimum viable product as the smallest fraction of your product that a sufficient number of customers will use in order to validate an assumption. You may only need a handful of customers to know you’re on the right track, and you may only need to validate one assumption at a time. Regardless of how big your minimum viable product is, you can still follow the product definition process.
For example, if you want to build a great social product, you don’t need to measure friends—different segments of users have different numbers of friends. But you do want to measure user engagement so you can answer questions like “Are users spending time on the site?” and “Are they posting?” A relevant collection of metrics for these behaviors might be posts in seven days per seven-day-active-user and minutes spent on-site per seven-day active user. Eric Ries isn’t a big fan of these growth metrics in his book The Lean Startup (Crown Business). He calls them vanity metrics because you can puff up your chest, point to a chart that goes up and to the right, and say, “Look, we’re awesome! We’re growing!” even as your product is failing 90% of the incoming new users. It’s a fair point. This is why you need to look at metrics like conversion and engagement, among others. Nearly all web analytics packages will provide conversion metrics out of the box, and they will also tell you which features are used, which buttons are clicked, and by which groups of users.
Meeting notes and schedules for: your team’s weekly meeting, UI review, product review, engineering review, bug triage, legal reviews, weekly business development, and weekly customer support check-ins. Appendix C. References and Further Reading Product Definition Kawasaki, Guy. The Art of the Start: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything. New York: Portfolio Hardcover, 2004. Ries, Eric. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York: Crown Business, 2011. Managing Management Bossidy, Larry, and Ram Charan. Execution: The Discipline of Getting Things Done. New York: Crown Business, 2002. Drucker, Peter F. The Effective Executive: The Definitive Guide to Getting the Right Things Done, Revised Edition. New York: HarperBusiness, 2006.
Ctrl Alt Delete: Reboot Your Business. Reboot Your Life. Your Future Depends on It. by Mitch Joel
3D printing, Amazon Web Services, augmented reality, call centre, clockwatching, cloud computing, Firefox, future of work, ghettoisation, Google Chrome, Google Glasses, Google Hangouts, Khan Academy, Kickstarter, Kodak vs Instagram, Lean Startup, Marc Andreessen, Mark Zuckerberg, Network effects, new economy, Occupy movement, place-making, prediction markets, pre–internet, QR code, recommendation engine, Richard Florida, risk tolerance, self-driving car, Silicon Valley, Silicon Valley startup, Skype, social graph, social web, Steve Jobs, Steve Wozniak, Thomas L Friedman, Tim Cook: Apple, Tony Hsieh, white picket fence, WikiLeaks, zero-sum game
For a tiny few, the end means making the Fortune 500 list, but for most it means either bankruptcy or some very disappointed investors. We live in a new era of entrepreneurship, and business ideas can be tested and marketed for success like never before. Eric Ries has been preaching the value of what he has called The Lean Startup in his very popular blog and bestselling business book of the same name (published two years ago), and it has become all the rage. Much like Malcolm Gladwell’s The Tipping Point became a catchphrase that every business executive used in 2002, over the past two years every person looking to start a business has been talking about it being a “lean startup.” The most embraced concept in Ries’s book was the notion of the “pivot”: that the most successful startups (the ones that eventually turned a two-person operation into a multimillion-or multibillion-dollar business) were the ones that were able to identify quickly that what they were doing did not have much commercial viability and were able to “pivot” the business model—through iteration—into something people actually wanted to use.
He is actively hands-on in anything and everything that bears his name and he spends a tremendous amount of time ensuring that whatever he does (from TV shows to tours to comedy specials) represents his brand in the best possible light. He is known to get way down into the weeds of the work. For his television show he handles everything from editing down to the music selection. On December 10, 2011, C.K. released his fourth full-length comedy special, Live at the Beacon Theater, but unlike his previous specials, he decided to run this project like an ultra-lean startup and distributed it digitally through his own website. Leveraging the power of his direct relationship with his fans, C.K. circumvented physical and broadcast media, publishers, producers, and distribution companies. He took a startup approach (including the participation in a Reddit AMA—Ask Me Anything—question-and-answer session online). Many of his peers and business associates warned him against releasing his content this way (C.K. pushed things further by making the special DRM-free so people could rip it to a DVD or the like) for fear that not only would he lose money, but his performance would be pirated and spread through the torrent sites.
Startup CEO: A Field Guide to Scaling Up Your Business, + Website by Matt Blumberg
activist fund / activist shareholder / activist investor, airport security, Albert Einstein, bank run, Ben Horowitz, Broken windows theory, crowdsourcing, deskilling, fear of failure, high batting average, high net worth, hiring and firing, Inbox Zero, James Hargreaves, Jeff Bezos, job satisfaction, Kickstarter, knowledge economy, knowledge worker, Lean Startup, Mark Zuckerberg, minimum viable product, pattern recognition, performance metric, pets.com, rolodex, Rubik’s Cube, shareholder value, Silicon Valley, Skype
Luckily, there’s a middle ground: a process of formalizing and communicating hypotheses that doesn’t take months of work and lead to hundreds of spreadsheets—and one that allows considerable flexibility in execution. The “Lean” Classics “Lean startups” focus on finding product-to-market fit through a process of rapid product development and quick iterations based on customer feedback. It’s the opposite of porting MBA techniques to the startup world—and much more effective. Here is our short list of smart, interesting books about starting a business: The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses by Eric Ries The Four Steps to the Epiphany: Successful Strategies for Products that Win by Steven Gary Blank Running Lean: Iterate from Plan A to a Plan that Works by Ash Maurya The Entrepreneur’s Guide to Customer Development: A Cheat Sheet to The Four Steps to the Epiphany by Brant Cooper and Patrick Vlaskovits How to Start a Business by Jason Nazar and Rochelle Bailis (eBook) A LEAN BUSINESS PLAN TEMPLATE The goal of a lean business planning process should be to produce three outputs.
David Kidder, CEO, Bionic BUSINESS PIVOTS: TELLING A DIFFERENT STORY Business pivots are what most entrepreneurs have in mind when they think about changing their company’s direction. They are much riskier and more complex than changing your position in the marketplace or tweaking your internal model, but they’re unavoidable (especially if you’re listening to the marketplace rather than trying to force yourself on it). A pivot isn’t a leap; it’s a change of direction about a fixed point—your core capabilities. In late 2009, I spoke at the New York City Lean Startup Meetup. My topic was “The Pivot,” but the best summary of my position actually came from a member of the audience, who boiled it down to three words: “Pivot, don’t Jump!” When you discover that your prior conception of “product-market fit” is off, the temptation is to leap in a completely different direction. Resist! Every pivot a startup makes should be at the request or urging of your clients (a request they might voice by not answering your sales calls) and in a direction in line with your core capabilities.
Nazar, Jason and Rochelle Bailis. How to Start a Business (Docstoc Inc., 2012). Porter, Michael. Competitive Strategy: Techniques for Analyzing Industries and Competitors (Simon & Schuster, 2008). Porter, Michael. Competitive Advantage: Creating and Sustaining Superior Performance (Simon & Schuster, 2008). Ries, Al, and Jack Trout, Positioning: The Battle for Your Mind (McGraw-Hill Education, 2003). Ries, Eric. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses (Random House, 2011). Smart, Brad. Topgrading: The Proven Hiring and Promoting Method that Turbocharges Company Performance (Penguin, 2012). Stalk, George, and Rob Lachenauer. Hardball: Are You Playing to Play or Playing to Win? (Harvard Business Press, 2004). Stalk, George. “Curveball: Strategies to Fool the Competition,” Harvard Business Review, September 2006.
Zero to One: Notes on Startups, or How to Build the Future by Peter Thiel, Blake Masters
Airbnb, Albert Einstein, Andrew Wiles, Andy Kessler, Berlin Wall, cleantech, cloud computing, crony capitalism, discounted cash flows, diversified portfolio, don't be evil, Elon Musk, eurozone crisis, income inequality, Jeff Bezos, Lean Startup, life extension, lone genius, Long Term Capital Management, Lyft, Marc Andreessen, Mark Zuckerberg, minimum viable product, Nate Silver, Network effects, new economy, paypal mafia, Peter Thiel, pets.com, profit motive, Ralph Waldo Emerson, Ray Kurzweil, self-driving car, shareholder value, Silicon Valley, Silicon Valley startup, Singularitarianism, software is eating the world, Steve Jobs, strong AI, Ted Kaczynski, Tesla Model S, uber lyft, Vilfredo Pareto, working poor
Yet in recent years Darwinian (or pseudo-Darwinian) metaphors have become common in business. Journalists analogize literal survival in competitive ecosystems to corporate survival in competitive markets. Hence all the headlines like “Digital Darwinism,” “Dot-com Darwinism,” and “Survival of the Clickiest.” Even in engineering-driven Silicon Valley, the buzzwords of the moment call for building a “lean startup” that can “adapt” and “evolve” to an ever-changing environment. Would-be entrepreneurs are told that nothing can be known in advance: we’re supposed to listen to what customers say they want, make nothing more than a “minimum viable product,” and iterate our way to success. But leanness is a methodology, not a goal. Making small changes to things that already exist might lead you to a local maximum, but it won’t help you find the global maximum.
Energy Innovations Engels, Friedrich entitlement spending entrepreneurs, 3.1, 5.1, 6.1, 6.2, 7.1, 10.1 short-term growth focus of entrepreneurship, serial Epicurus equity compensation Eroom’s law ethics euro Europe, 2.1, 6.1 European Central Bank Evergreen Solar, 13.1, 13.2 evolution exploration extinction, bm1.1, bm1.2 Facebook, prf.1, 5.1, 6.1, 6.2, 7.1, 11.1, 14.1 Fairchild Semiconductor Fanning, Shawn Faust Federal Bureau of Investigation (FBI), 8.1, 12.1, 14.1 Fermat, Pierre de Fermat’s Last Theorem finance, indefinite financial bubbles, 2.1, 8.1 first mover advantage flatness Fleming, Alexander Forbes, 12.1, 12.2 Ford fossil fuels foundations co-founders compensation structure equity ownership, possession and control startups founders, 14.1, bm1.1 origins of traits of Founders Fund, 7.1, 7.2, 9.1, 11.1, 13.1 Fountain of Youth fracking fraud detection free marketeers free trade fundamentalists future: challenge of controlling of four possible patterns for Gaga, Lady, 14.1, 14.2 Gates, Bill, prf.1, 6.1, 6.2, 6.3, 14.1 General Motors, 9.1, 13.1 genius Gladwell, Malcolm, 6.1, 6.2, 6.3 globalization, 1.1, 1.2, 2.1, 2.2, 2.3, 8.1, 12.1, bm1.1 substitution as technology and global warming goals Golden Gate Bridge Google, 3.1, 3.2, 3.3, 4.1, 5.1, 7.1, 10.1, 12.1, 12.2 as monopoly, 3.1, 3.2 motto of Google Translate Gore, Al government, indefinite Great Depression Greenspan, Alan, 2.1, 8.1 Gross, Bill Groupon Guardian, 12.1 Hamlet Harrison, Brian, 13.1 Hegel, Georg Wilhelm Friedrich Hendrix, Jimi Hewlett, Bill Hewlett-Packard hipsterdom Hitchhiker’s Guide to the Galaxy, The Hoffman, Reid horizontal progress housing bubble, 2.1, 8.1 Howery, Ken HP Services Hughes, Howard Hurley, Chad Hyundai IBM, 3.1, 12.1 Igor incentive pay income inequality incrementalism, 8.1, 14.1 indefinite finance indefinite life indefinite optimism, 6.1, 6.2 indefinite pessimism, 6.1, 6.2 India Indonesia information technology, 1.1, 6.1, 12.1 Informix innovation, prf.1, 3.1 insider trading Instagram Intel internet, 2.1, 2.2 internet bubble, 2.1, 2.2, 2.3, 8.1, 13.1 Interstate Highway System Intuit investment iPad, 5.1, 14.1 iPhone, 3.1, 4.1, 5.1, 14.1 iPod, 6.1, 14.1 irrational exuberance Italy IT startups Ivan, Hurricane Jackson, Michael Japan Jennings, Ken Jennings, Peter Jeopardy! Jobs, Steve, 5.1, 5.2, 6.1, 6.2, 14.1 Jones, Jim Joplin, Janis justice Justice Department, U.S. Kaczynski, Ted Karim, Jawed Karp, Alex, 11.1, 12.1 Kasparov, Garry Katrina, Hurricane Kennedy, Anthony Kesey, Ken Kessler, Andy Kurzweil, Ray last mover, 11.1, 13.1 last mover advantage lean startup, 2.1, 6.1, 6.2 Levchin, Max, 4.1, 10.1, 12.1, 14.1 Levie, Aaron lifespan life tables LinkedIn, 5.1, 10.1, 12.1 Loiseau, Bernard Long-Term Capital Management (LTCM) Lord of the Rings (Tolkien) luck, 6.1, 6.2, 6.3, 6.4 Lucretius Lyft MacBook machine learning Madison, James Madrigal, Alexis Manhattan Project Manson, Charles manufacturing marginal cost marketing Marx, Karl, 4.1, 6.1, 6.2, 6.3 Masters, Blake, prf.1, 11.1 Mayer, Marissa Medicare Mercedes-Benz MiaSolé, 13.1, 13.2 Michelin Microsoft, 3.1, 3.2, 3.3, 4.1, 5.1, 14.1 mobile computing mobile credit card readers Mogadishu monopoly, monopolies, 3.1, 3.2, 3.3, 5.1, 7.1, 8.1 building of characteristics of in cleantech creative dynamism of new lies of profits of progress and sales and of Tesla Morrison, Jim Mosaic browser music recording industry Musk, Elon, 4.1, 6.1, 11.1, 13.1, 13.2, 13.3 Napster, 5.1, 14.1 NASA, 6.1, 11.1 NASDAQ, 2.1, 13.1 National Security Agency (NSA) natural gas natural secrets Navigator browser Netflix Netscape NetSecure network effects, 5.1, 5.2 New Economy, 2.1, 2.2 New York Times, 13.1, 14.1 New York Times Nietzsche, Friedrich Nokia nonprofits, 13.1, 13.2 Nosek, Luke, 9.1, 14.1 Nozick, Robert nutrition Oedipus, 14.1, 14.2 OfficeJet OmniBook online pet store market Oracle Outliers (Gladwell) ownership Packard, Dave Page, Larry Palantir, prf.1, 7.1, 10.1, 11.1, 12.1 PalmPilots, 2.1, 5.1, 11.1 Pan, Yu Panama Canal Pareto, Vilfredo Pareto principle Parker, Sean, 5.1, 14.1 Part-time employees patents path dependence PayPal, prf.1, 2.1, 3.1, 4.1, 4.2, 4.3, 5.1, 5.2, 5.3, 8.1, 9.1, 9.2, 10.1, 10.2, 10.3, 10.4, 11.1, 11.2, 12.1, 12.2, 14.1 founders of, 14.1 future cash flows of investors in “PayPal Mafia” PCs Pearce, Dave penicillin perfect competition, 3.1, 3.2 equilibrium of Perkins, Tom perk war Perot, Ross, 2.1, 12.1, 12.2 pessimism Petopia.com Pets.com, 4.1, 4.2 PetStore.com pharmaceutical companies philanthropy philosophy, indefinite physics planning, 2.1, 6.1, 6.2 progress without Plato politics, 6.1, 11.1 indefinite polling pollsters pollution portfolio, diversified possession power law, 7.1, 7.2, 7.3 of distribution of venture capital Power Sellers (eBay) Presley, Elvis Priceline.com Prince Procter & Gamble profits, 2.1, 3.1, 3.2, 3.3 progress, 6.1, 6.2 future of without planning proprietary technology, 5.1, 5.2, 13.1 public opinion public relations Pythagoras Q-Cells Rand, Ayn Rawls, John, 6.1, 6.2 Reber, John recession, of mid-1990 recruiting, 10.1, 12.1 recurrent collapse, bm1.1, bm1.2 renewable energy industrial index research and development resources, 12.1, bm1.1 restaurants, 3.1, 3.2, 5.1 risk risk aversion Romeo and Juliet (Shakespeare) Romulus and Remus Roosevelt, Theodore Royal Society Russia Sacks, David sales, 2.1, 11.1, 13.1 complex as hidden to non-customers personal Sandberg, Sheryl San Francisco Bay Area savings scale, economies of Scalia, Antonin scaling up scapegoats Schmidt, Eric search engines, prf.1, 3.1, 5.1 secrets, 8.1, 13.1 about people case for finding of looking for using self-driving cars service businesses service economy Shakespeare, William, 4.1, 7.1 Shark Tank Sharma, Suvi Shatner, William Siebel, Tom Siebel Systems Silicon Valley, 1.1, 2.1, 2.2, 2.3, 5.1, 5.2, 6.1, 7.1, 10.1, 11.1 Silver, Nate Simmons, Russel, 10.1, 14.1 singularity smartphones, 1.1, 12.1 social entrepreneurship Social Network, The social networks, prf.1, 5.1 Social Security software engineers software startups, 5.1, 6.1 solar energy, 13.1, 13.2, 13.3, 13.4 Solaria Solyndra, 13.1, 13.2, 13.3, 13.4, 13.5 South Korea space shuttle SpaceX, prf.1, 10.1, 11.1 Spears, Britney SpectraWatt, 13.1, 13.2 Spencer, Herbert, 6.1, 6.2 Square, 4.1, 6.1 Stanford Sleep Clinic startups, prf.1, 1.1, 5.1, 6.1, 6.2, 7.1 assigning responsibilities in cash flow at as cults disruption by during dot-com mania economies of scale and foundations of founder’s paradox in lessons of dot-com mania for power law in public relations in sales and staff of target market for uniform of venture capital and steam engine Stoppelman, Jeremy string theory strong AI substitution, complementarity vs.
The Internet Is Not the Answer by Andrew Keen
"Robert Solow", 3D printing, A Declaration of the Independence of Cyberspace, Airbnb, AltaVista, Andrew Keen, augmented reality, Bay Area Rapid Transit, Berlin Wall, bitcoin, Black Swan, Bob Geldof, Burning Man, Cass Sunstein, citizen journalism, Clayton Christensen, clean water, cloud computing, collective bargaining, Colonization of Mars, computer age, connected car, creative destruction, cuban missile crisis, David Brooks, disintermediation, disruptive innovation, Donald Davies, Downton Abbey, Edward Snowden, Elon Musk, Erik Brynjolfsson, Fall of the Berlin Wall, Filter Bubble, Francis Fukuyama: the end of history, Frank Gehry, Frederick Winslow Taylor, frictionless, full employment, future of work, gig economy, global village, Google bus, Google Glasses, Hacker Ethic, happiness index / gross national happiness, income inequality, index card, informal economy, information trail, Innovator's Dilemma, Internet of things, Isaac Newton, Jaron Lanier, Jeff Bezos, job automation, Joi Ito, Joseph Schumpeter, Julian Assange, Kevin Kelly, Kickstarter, Kodak vs Instagram, Lean Startup, libertarian paternalism, lifelogging, Lyft, Marc Andreessen, Mark Zuckerberg, Marshall McLuhan, Martin Wolf, Metcalfe’s law, move fast and break things, move fast and break things, Nate Silver, Nelson Mandela, Network effects, new economy, Nicholas Carr, nonsequential writing, Norbert Wiener, Norman Mailer, Occupy movement, packet switching, PageRank, Panopticon Jeremy Bentham, Paul Graham, peer-to-peer, peer-to-peer rental, Peter Thiel, plutocrats, Plutocrats, Potemkin village, precariat, pre–internet, RAND corporation, Ray Kurzweil, ride hailing / ride sharing, Robert Metcalfe, Second Machine Age, self-driving car, sharing economy, Silicon Valley, Silicon Valley ideology, Skype, smart cities, Snapchat, social web, South of Market, San Francisco, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, TaskRabbit, Ted Nelson, telemarketer, The Future of Employment, the medium is the message, the new new thing, Thomas L Friedman, Travis Kalanick, Tyler Cowen: Great Stagnation, Uber for X, uber lyft, urban planning, Vannevar Bush, Whole Earth Catalog, WikiLeaks, winner-take-all economy, working poor, Y Combinator
And to help us overcome the fear, to make it feel good to fail, FailCon invited some of Big Tech’s greatest innovators to outfail each other with tales of their losses. At FailCon, the F-word was ubiquitous among illustrious Silicon Valley speakers like Airbnb cofounder Joe Gebbia, the billionaire venture capitalist Vinod Khosla, and Eric Ries, the author of a bestselling handbook for Internet success called The Lean Startup. Indeed, the more uncannily prescient the investor, the more moneyed the startup entrepreneur, the bigger the influencer, the more boastfully they broadcasted their litany of failures. At FailCon, we heard about failure as the most valuable kind of education, failure as a necessity of innovation, failure as a version of enlightenment, and, most ironically, given the event’s self-congratulatory tenor, failure as a lesson in humility.
It was a question so taken for granted at evangelical events like FailCon that, amid this technology crowd, I might as well have been speaking Sanskrit or Swahili. In Silicon Valley, everyone knows the answer. Their answer is an unregulated, hyperefficient platform like Airbnb for buyers and sellers. Their answer is the distributed system of capitalism being built, unregulated cab by cab, by Travis Kalanick. Their answer is a “lean startup” like WhatsApp that employs fifty-five people and sells for $19 billion. Their answer is data factories that turn us all into human billboards. Their answer is the Internet. “It’s obviously been a success for all of us,” I explained, sweeping my hand around the room packed with fabulously wealthy failures. “But is the network the answer for everyone else? Is it making the world a better place?”
,” Letters to the Editor, Wall Street Journal, January 24, 2014. 34 Nick Wingfield, “Seattle Gets Its Own Tech Bus Protest,” New York Times, February 10, 2014. 35 Packer, “Change the World.” 36 Ibid. 37 Guynn, “San Francisco Split by Silicon Valley’s Wealth.” 38 Stephanie Gleason and Rachel Feintzeig, “Startups Are Quick to Fire,” New York Times, December 12, 2013. 39 See, for example, Eric Ries, The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses (New York: Crown, 2011). 40 Quentin Hardy, “Technology Workers Are Young (Really Young),” New York Times, July 5, 2013. 41 Vivek Wadhwa, “A Code Name for Sexism and Racism,” Wall Street Journal, October 7, 2013. 42 Jon Terbush, “The Tech Industry’s Sexism Problem Is Only Getting Worse,” The Week, September 12, 2013. 43 Jessica Guynn, “Sexism a Problem in Silicon Valley, Critics Say,” Los Angeles Times, October 24, 2013. 44 Terbush, “The Tech Industry’s Sexism Problem Is Only Getting Worse.” 45 Elissa Shevinsky, “That’s It—I’m Finished Defending Sexism in Tech,” Business Insider, September 9, 2013. 46 Max Taves, “Bias Claims Surge Against Tech Industry,” Recorder, August 16, 2013. 47 Colleen Taylor, “Key Details of the Kleiner Perkins Gender Discrimination Lawsuit,” TechCrunch, May 22, 2012. 48 Alan Berube, “All Cities Are Not Created Unequal,” Brookings Institution, February 20, 2014. 49 Timothy Egan, “Dystopia by the Bay,” New York Times, December 5, 2013. 50 Marissa Lagos, “San Francisco Evictions Surge, Reports Find,” San Francisco Chronicle, November 5, 2013. 51 Carolyn Said, “Airbnb Profits Prompted S.F.
How to Build a Billion Dollar App: Discover the Secrets of the Most Successful Entrepreneurs of Our Time by George Berkowski
Airbnb, Amazon Web Services, barriers to entry, Black Swan, business intelligence, call centre, crowdsourcing, disruptive innovation, en.wikipedia.org, game design, Google Glasses, Google Hangouts, Google X / Alphabet X, iterative process, Jeff Bezos, Jony Ive, Kickstarter, knowledge worker, Lean Startup, loose coupling, Marc Andreessen, Mark Zuckerberg, minimum viable product, MITM: man-in-the-middle, move fast and break things, move fast and break things, Network effects, Oculus Rift, Paul Graham, QR code, Ruby on Rails, self-driving car, Silicon Valley, Silicon Valley startup, Skype, Snapchat, social graph, software as a service, software is eating the world, Steve Jobs, Steven Levy, Travis Kalanick, ubercab, Y Combinator
It’s amusing that by June 2013 this company was valued at over $800 million25 – but that’s because at the time it had 5 million users sending more than 200 million snaps26 (messages), photos and videos every single day – that’s up 25 per cent from 150 million announced by their CEO in April 2013.27 That’s ridiculous growth. More recently, they turned down acquisition offers of $3 billion and $4 billion from Facebook and Google respectively. On average, a user uses the Snapchat app 34 times a month. That means by the end of 2013, Snapchat’s 350 million daily snap number matched the number of photos users uploaded to Facebook.28 In the true spirit of a lean startup, at the end of 2013 the team was still only around 40 people. Snapchat is still a story in progress. But the lessons are clear: it focused on a universal need, messaging, mixed it up with a true innovation, anonymity, and then focused on a great experience and performance. Designed to be touched Angry Birds is one of the most popular games – and brands – in history. It rocketed to billions of downloads, and similar revenues, because of two things: design and touch.
When the product is complete, they launch with a big fanfare and realise that users are just not continuing to download it and few people are continuing to use it. What went wrong? Most people often don’t spend anywhere near enough time talking to their prospective customers. Understanding your target users is critical – especially understanding their problems and how your app is going to solve those problems. I recommend a great book by Eric Ries called The Lean Startup. ‘Lean’ is a great adjective. It is about building your app wisely, frugally, without wasting time, without excessive costs, and maintaining a vigour and energy. In the book Ries summarises an approach to eliminate uncertainty, and inject process and rigour around developing and testing your product to make sure it resonates with your target users. Throughout this book, I’ll echo a lot of best practice Ries writes about – my goal is not to apply rules dogmatically, but rather to help you invoke your best judgement in any situation.
If you’re a great salesperson, you will find the money – but ultimately your users will determine whether your app succeeds or fails. It seems like Bill Nguyen had enough cash in the bank from previous jobs, so he’ll be fine. Chapter 21 Tuning and Humming At this point in your journey, revenue becomes critical. It’s not just about getting dollars in the door, though: to make it to the top of the app heap you need to have revenues that scale. Steve Blank, a serial Silicon Valley entrepreneur and the father of the lean-startup movement (we mentioned this in Chapter 7: ‘Getting Lean and Mean’), explains it brilliantly in The Startup Owner’s Manual: ‘Simply put, does adding $1 in sales and marketing resource generate $2+ of revenue?’ Your goal is to create a very efficient revenue engine – and keep it evolving. You want to get more out of it than you’re putting in. In this part of the book we’ll investigate how to tune and adjust your revenue engine to make it deliver magic.
Don't Make Me Think, Revisited: A Common Sense Approach to Web Usability by Steve Krug
The only way to find out if it really works is to watch other people try to use it. Testing reminds you that not everyone thinks the way you do, knows what you know, and uses the Web the way you do. I used to say that the best way to think about testing is that it’s like travel: a broadening experience. It reminds you how different—and the same—people are and gives you a fresh perspective on things.1 1 As the Lean Startup folks would say, it gets you out of the building. But I finally realized that testing is really more like having friends visiting from out of town. Inevitably, as you make the rounds of the local tourist sites with them, you see things about your hometown that you usually don’t notice because you’re so used to them. And at the same time, you realize that a lot of things that you take for granted aren’t obvious to everybody.
, 42–47 Apple, 143 apps, mobile, 155-59 average user, 9 myth of the, 18, 108 B Beat the Clock, 85 Big Bang Theory of Web Design, 89 big honking report, 4, 117 Breadcrumbs, 79–80 Brin, Sergey, 26 browse-dominant users, 59 browser what users say it is, 26 browsing, 60–62 Brundlefly, 162 Burma-Shave, 29 C Calvin and Hobbes, 153, 191 Camtasia, 122, 163 Cascading Style Sheets (CSS) and accessibility, 181 earliest use of, 37 and usability, 171 clickability, 15, 37 Collyer, Bud, 85 conventions, 29–33, 64 culture clash, 107 cursor, 37, 152 D–E delight, 155–56 designing conventions and, 29–33 Home page, 84 navigation, 54 and satisficing, 24–25 Web sites, intention vs. reality, 21, 23 do-it-yourself usability testing, 115 Elements of Style, The, 49 expert usability review, 3 F FAQ list, 165, 171 “Farmer and the Cowman Should Be Friends, The,” 102 Flat design, 152–53 focus groups, 112–13 font size, in browser, 173 forms, 46–47, 67 G golden goose, temptation to kill, 99–100 goodwill reservoir, 166–71 H Hansel and Gretel, 79 happy talk, eliminating, 50 Hatch, Sen. Orrin, Web site, viii Holmes, Sherlock, 7 Home page cluttered, 39 designing, 84 happy talk on, 50 link to, 70 hover, 152 I–K instructions, eliminating, 51–52 Ive, Jonathan, x, 184 Jarrett, Caroline, 40, 46, 194 Jobs, Steve, x, 184 “kayak” problems, 139 Klein, Gary, 24–25 Kleiner, Art, 107 Krug’s laws of usability, 10–11, 43, 49 L Larson, Gary, 23 Lean startup, 4, 114 Lincoln, Abraham, 145 link-dominant users, 59 links, visited vs. unvisited, 190 logo. See Site ID M memorability, 159 mensch, 164 mindless choices, 42–47 mirroring, 161 mission statement, 95 mobile apps, 155 usability testing, 160 Mobile First, 147–49 muddling through, 25–27 N names, importance of, 14 navigation conventions, 64 designing, 58 lower-level, 72 persistent, 66 revealing content, 63 needless words, omitting, 48–52 new feature requests, 139 Nielsen, Jakob, xi, 54, 58–59, 96, 115, 121 noise.
Frugal Innovation: How to Do Better With Less by Jaideep Prabhu Navi Radjou
3D printing, additive manufacturing, Affordable Care Act / Obamacare, Airbnb, Albert Einstein, barriers to entry, Baxter: Rethink Robotics, Bretton Woods, business climate, business process, call centre, Capital in the Twenty-First Century by Thomas Piketty, carbon footprint, cloud computing, collaborative consumption, collaborative economy, Computer Numeric Control, connected car, corporate social responsibility, creative destruction, crowdsourcing, disruptive innovation, Elon Musk, financial exclusion, financial innovation, global supply chain, IKEA effect, income inequality, industrial robot, intangible asset, Internet of things, job satisfaction, Khan Academy, Kickstarter, late fees, Lean Startup, low cost airline, low cost carrier, M-Pesa, Mahatma Gandhi, megacity, minimum viable product, more computing power than Apollo, new economy, payday loans, peer-to-peer lending, Peter H. Diamandis: Planetary Resources, precision agriculture, race to the bottom, reshoring, risk tolerance, Ronald Coase, self-driving car, shareholder value, sharing economy, Silicon Valley, Silicon Valley startup, six sigma, smart grid, smart meter, software as a service, standardized shipping container, Steve Jobs, supply-chain management, TaskRabbit, The Fortune at the Bottom of the Pyramid, The Nature of the Firm, transaction costs, Travis Kalanick, unbanked and underbanked, underbanked, women in the workforce, X Prize, yield management, Zipcar
As part of its “market-driven” innovation process, the company’s long-term scientific research projects are reviewed regularly by business-unit leaders, who reshuffle priorities for potential applications and alter the project scope to reflect new market realities. Use just-in-time design Rather than over-engineering products with just-in-case features, companies should adopt just-in-time design. This starts with a good-enough product and incrementally adds new features based on customer feedback in a just-in-time fashion. Approaches such as agile development methodology and lean start-up, which teach companies how to fail fast, fail early and fail cheaply, can enable such just-in-time design in large firms with big R&D teams.11 Beware supply chain constraints Delays and cost escalation in innovation projects often occur because R&D teams design products without considering supply chain capabilities. As a result, new products are often designed using components that are hard to find, too costly, or too complex to manufacture and maintain.
As Beth Comstock, chief marketing officer at GE, a multinational conglomerate, puts it:16 We’re constantly tinkering with our business models to get leaner and more agile and to get closer to our customers – to act small even though we’re big. Comstock believes that GE has learned four main lessons from start-ups: Keep things simple. Although GE may seem complicated from the outside, its laser-like focus on its core activity – technology – gives the company a unified sense of purpose. Work fast. GE has drawn on the lean start-up ethos to develop FastWorks, a set of tools and principles to help the firm do things more quickly and efficiently (see Chapter 7). Find solutions through multiple partnerships and ask the wider community when the firm lacks relevant expertise. Don’t be afraid of uncertainty. Many GE start-ups did not turn out as originally planned, but were useful nonetheless. The Durathon battery, for example, marketed today as a green back-up power source for mobile phone towers, started life as a hybrid locomotive battery.
., “Productivity of pharma R&D down 70% – study”, PharmaTimes, December 2nd 2011. 6Booz & Company, op. cit. 7Prabhu, A., innovation and insights director, Lion Dairy & Drinks, interview with Jaideep Prabhu, February 23rd 2014. 8Booz & Company, op. cit. 9The case study on Fujitsu’s work with farmers at Sawa Orchards in Wakayama, Japan, is based on interviews conducted by the authors with several senior executives at Fujitsu in the US and Japan. 10Booz & Company, op. cit. 11Ries, E., The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Crown Business, 2011. 12Mayhew, S., head of R&D strategy development, GSK, interview with Jaideep Prabhu, February 17th 2014. 13Cornillon, P., senior vice-president R&D, Arla Foods, interview with Jaideep Prabhu, February 28th 2014. 14Radjou, N., Transforming R&D Culture, Forrester Research, March 20th 2006. 15Scott, M., “The Payments Challenge for Mobile Carriers”, New York Times, February 26th 2014. 16Comstock, B., “We’ve learned these four lessons from startups, and we’re using them to transform GE”, LinkedIn, December 10th 2013. 17Most of the material used in this case study comes from Radjou, N. and Prabhu, J., “Beating Competitors with High-Speed Innovation”, Strategy+Business, December 18th 2013 (www.strategy-business.com). 3Principle two: flex your assets 1Anand, N. and Barsoux, J-L., Quest: Leading Global Transformations, IMD International, 2014. 2Trout, B.L., director of the Novartis-MIT Center for Continuous Manufacturing, interview with Navi Radjou, May 9th 2014. 3“RAF jets fly with 3D printed parts”, BBC News, January 5th 2014. 4“Peter Weijmarshausen: 3D Printing”, etalks, April 2nd 2013. 5This quote from Gérard Mestrallet, CEO of GDF-Suez, is slightly adapted from its original version that appeared in his interview with a French magazine, L’Expansion, in December 2013. 6Dugan, J., Caterpillar to Expand Manufacturing and Increase Employment in the United States with New Hydraulic Excavator Facility in Victoria, Texas, Caterpillar press release, August 12th 2010. 7Wong, H., Potter, A. and Naim, M., “Evaluation of postponement in the soluble coffee supply chain: A case study”, International Journal of Production Economics, Vol. 131, Issue 1, May 2011, pp. 355–64. 8O’Marah, K., chief content officer, SCM World, and senior research fellow at Stanford Global Supply Chain Management Forum, interview with Navi Radjou, March 11th 2014. 9Beasty, C., “The Chain Gang”, Destination CRM, October 2007. 10Morieux, Y., “As work gets more complex, 6 rules to simplify”, TED Talk, October 2013. 11Lopez, M., CEO, Lopez Research, interview with Navi Radjou, March 28th 2014. 12O’Connell, A., “Lego CEO Jørgen Vig Knudstorp on leading through survival and growth”, Harvard Business Review, January 2009. 13“The Return to Apple”, All About Steve Jobs: http://allaboutstevejobs.com/bio/longbio/longbio_08.php. 14O’Connell, op. cit. 15Francis, S., CEO, Flock Associates, and former head of Aegis Europe, interview with Jaideep Prabhu, January 27th 2014. 16This case study is adapted from an original version that appeared in French in L’Innovation Jugaad, published by Diateino in 2013.
Fabricated: The New World of 3D Printing by Hod Lipson, Melba Kurman
3D printing, a long time ago in a galaxy far, far away, additive manufacturing, barriers to entry, Berlin Wall, carbon footprint, cloud computing, crowdsourcing, dumpster diving, en.wikipedia.org, factory automation, game design, global supply chain, invisible hand, James Watt: steam engine, Jeff Bezos, Kickstarter, Lean Startup, lifelogging, Mars Rover, Marshall McLuhan, microcredit, Minecraft, new economy, off grid, personalized medicine, Ray Kurzweil, Richard Feynman, stem cell, Steve Jobs, technological singularity, the market place
Figuring out what sort of product variations customers prefer is a costly and error-prone process. Focus groups are slow and expensive. Benchmarking competitors might work, but it’s still uncertain. For complex products that offer lots of options and compete in constantly shifting markets, traditional modes of market research are outdated by the time the analysis is finished. Startup companies, in particular, can’t afford traditional market research tools. In his book The Lean Startup, Eric Ries suggests that companies should explore and experiment with multiple new ideas at the same time and adjust their strategies on the fly.3 Ries argues that startups should conduct a continuous steady stream of small, lean experiments. 3D printing will help companies quickly market test new products and adapt to market feedback. By 3D printing customized versions of a product, a business can circulate several options amongst its customers.
Patterns in collected data should reveal a product’s best features and prices. As always seems to be the case, with digital products, this sort of dynamic experimentation is easier and cheaper. Data on user preferences and purchases is more readily available. For physical products, an iterative, real-time approach to testing product variables is harder to implement and user data more difficult to gather. How could Lean Startup principles be applied to a physical product? Imagine your startup sold cell phone covers. You wanted to compare one cell phone cover that had a star shaped pattern embossed into the back, and another, plainer version that didn’t. You could display both for sale and see which one was purchased more but you’d actually have to manufacture both and pay for the cost of producing two different injection molds.
Chapter 3 1 Quote from a press conference covered by VentureBeat in May 2012. http://venturebeat.com/2012/05/10/3d-systems-ceo-we-want-3d-printing-to-be-as-big-as-the-ipad/ 2 Quote from Terry’s blog, July 2012. http://wohlersassociates.com/blog/2012/07/why-most-adults-will-never-use-a-3d-printer/ Chapter 4 1 Chris Anderson, The Long Tail: Why the Future of Business is Selling Less of More (New York, NY: Hyperion Press, 2008). 2 Joseph Pine and James Gilmore, The Experience Economy (Boston, MA: Harvard Business School Press, 1999). 3 Eric Reis, The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. (New York, NY: Crown Publishing Group, 2011). 4 http://en.wikipedia.org/wiki/Microcredit Chapter 5 1 Harris L. Marcus, Joel W. Barlow, Joseph J. Beaman, and David L. Bourell, “From computer to component in 15 minutes: The integrated manufacture of three-dimensional objects.” JOM: Journal of the Minerals, Metals and Materials Society 42, no. 4 (1990): 8–10. 2 Paul Williams, “Three Dimensional Printing: A New Process to Fabricate Prototypes Directly from CAD Models.”
Start Small, Stay Small: A Developer's Guide to Launching a Startup by Rob Walling
8-hour work day, en.wikipedia.org, inventory management, Kickstarter, Lean Startup, Marc Andreessen, Network effects, Paul Graham, rolodex, side project, Silicon Valley, software as a service, Superbowl ad, web application
This test can be run for anywhere between $50 and $500 depending on the cost of AdWords in your niche and how far you want to take it. The Approach We’re going to look at an approach to testing your market called the Mini Sales Site. I developed this approach a few years ago after reading the 4-Hour Workweek, realizing that the author’s testing approach could be re-purposed from information and physical product testing to software products. Since then, a similar approach has been defined by the Lean Startup Methodology. I take it as a sign that we’re both on the right track. The Mini Sales Site The idea behind this approach is that if you ask visitors whether or not they would buy your product, you will wind up with inaccurate data. The only way you know if someone would try or buy your product is if they think they are really trying or buying it when they visit your sales site. Since we don’t want to build a complete sales site to run this test, we use a mini sales site which is a stripped down version of the same.
MicroISV on a Shoestring (www.kalzumeus.com) – Brilliant Micropreneur Patrick McKenzie shares every last detail about his microISV. A Smart Bear (blog.asmartbear.com) – Jason Cohen grew and sold his software company. Now he gives back to the startup community by sharing his knowledge here. Steve Blank (steveblank.com) – Steve Blank is a Silicon Valley veteran, but many of his insights apply to self-funded startups. Lessons Learned (www.startuplessonslearned.com) – Eric Ries’ Lean Startup Methodology closely parallels the Micropreneur Methodology I’ve laid out in this book, and his knowledge of the startup process is unparalleled. Single Founder (www.singlefounder.com) – Mike Taber shares his insight and wisdom from 10 years in the entrepreneurial trenches. Paul Graham (www.paulgraham.com/articles.html) – Though venture-focused, Graham’s insights into the startup process are unique and powerful.
Originals: How Non-Conformists Move the World by Adam Grant
Albert Einstein, Apple's 1984 Super Bowl advert, availability heuristic, barriers to entry, business process, business process outsourcing, Cass Sunstein, clean water, cognitive dissonance, creative destruction, cuban missile crisis, Daniel Kahneman / Amos Tversky, Dean Kamen, double helix, Elon Musk, fear of failure, Firefox, George Santayana, Ignaz Semmelweis: hand washing, Jeff Bezos, job satisfaction, job-hopping, Joseph Schumpeter, Kickstarter, Lean Startup, Louis Pasteur, Mahatma Gandhi, Mark Zuckerberg, meta analysis, meta-analysis, minimum viable product, Nelson Mandela, Network effects, pattern recognition, Paul Graham, Peter Thiel, Ralph Waldo Emerson, random walk, risk tolerance, Rosa Parks, Saturday Night Live, Silicon Valley, Skype, Steve Jobs, Steve Wozniak, Steven Pinker, The Wisdom of Crowds, women in the workforce
creative careers were closed to women: Dean Keith Simonton, “Leaders of American Psychology, 1879–1967: Career Development, Creative Output, and Professional Achievement,” Journal of Personality and Social Psychology 62 (1992): 5–17. first ideas are often the most conventional: Brian J. Lucas and Loran F. Nordgren, “People Underestimate the Value of Persistence for Creative Performance,” Journal of Personality and Social Psychology 109 (2015): 232–43. Daily Show cocreator Lizz Winstead: Personal interview with Lizz Winstead, February 8, 2015. minimum viable product: Eric Ries, The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses (New York: Crown, 2011). false negatives are common: Charalampos Mainemelis, “Stealing Fire: Creative Deviance in the Evolution of New Ideas,” Academy of Management Review 35 (2010): 558–78; Aren Wilborn, “5 Hilarious Reasons Publishers Rejected Classic Best-Sellers,” Cracked, February 13, 2013, www.cracked.com/article_20285_5-hilarious-reasons-publishers-rejected-classic-best-sellers.html; Berg, “Balancing on the Creative High-Wire.”
., 11–14, 113, 172, 212, 241–42 “I Have a Dream” speech of, 12, 92–93, 98–103, 113, 235 workshops of, 238–39, 241 King, Stephen, 18 King Lear (Shakespeare), 135 Klein, Gary, 53 Klosterman, Chuck, 132n Knight, Phil, 17 Koch, Helen, 157n Koch, Robert, 107 Kodak, 181 Kohlmann, Ben, 247 Komisar, Randy, 52–54, 56, 60–61, 106n Koo, Minjung, 235 Kotter, John, 76, 232 Kozbelt, Aaron, 34 Kozmo, 105 Kramer, Roderick, 178 Kunda, Ziva, 170 Kurkoski, Jennifer, 24 Kutcher, Ashron, 220–21 Land, Edwin, 19, 175–76, 181–82, 183–87, 203, 204 Last Supper, The (da Vinci), 97, 112 Lawson, James, 238 leaders, 222 Lean In (Sandberg), 85 LeanIn.Org, xi Lean Startup, The (Ries), 39n Lee, Aileen, 52, 54, 56 LeFlore, Ron, 149 Legend, John, 18 Lego building experiment, 101n Leno, Jay, 45 Leonardo da Vinci, 96–97, 112 LePine, Jeff, 81 life cycles of creativity, 108–13 Lincoln, Abraham, 23–24, 98 Emancipation Proclamation of, 24, 235 line length experiment, 224–25 Linge, Mary Kay, 160 Lion King, The, 134–35, 137–38, 247 listing positive features, 73–74 Little, Brian, 243 Littlefield, Warren, 40, 41, 44 Lockwood, Penelope, 170 Lofton, Kenny, 149 logic of appropriateness, 154, 166–67, 170 logic of consequence, 154, 165–66, 170, 253 Lord of the Rings, The (Tolkien), 172 losses, emphasizing gains versus, 232–34 Lowell, Robert, 112 Lubart, Todd, 11 Lublin, Nancy, 250 Lucy Stone League, 114 Ludwin, Rick, 44–46, 49–50, 57 Luther, Martin, 93 Luxottica, 1, 8 Ma, Jack, 172–73 MacKinnon, Donald, 100, 164 Made to Stick (Heath and Heath), 76 Magnavox Odyssey, 104 Maldives, 238 managers and bosses, 80–82 Mandela, Nelson, 172, 210 March, James, 154 March on Washington, 12, 92–93, 98–103 Margolis, Joshua, 241 Maslow, Abraham, 111 May, Brian, 18 Mayer, Marissa, 123 McAdams, Dan, 219 McCammon, Holly, 138, 141 McCrae, Robert, 48n McCune, William, 184 McDonald, Michael, 184 Mead, Margaret, 225 medicine, 207 Medina, Carmen, 62–68, 70–71, 78–82, 84–87, 89–91, 107, 247 Meena, 172 memory for tasks, 99 mentors, 171, 172 Merck, 233–34 mere exposure effect, 77–78, 137 method acting, 237–38 Meyerson, Debra, 124, 236–37 Michelangelo, 12, 13 microbiology laboratories, 184n–85n Microsoft, 20, 222 middle-status conformity effect, 82–84 Mill, Harriet Taylor, 115 Mill, John Stuart, 115 Millay, Edna St.
Berg finds that on average, women make better creative forecasts than men: They’re more open to novel ideas, which leaves them less prone to false negatives. * The lesson here isn’t to ask customers what they want. As the famous line often attributed to Henry Ford goes: “If I had asked my customers what they wanted, they would have said a faster horse.” Instead, creators ought to build a car and see if customers will drive it. That means identifying a potential need, designing what The Lean Startup author Eric Ries calls a minimum viable product, testing different versions, and gathering feedback. * One category of circus acts was universally disliked by managers, test audiences, and creators: clowns. It’s not a coincidence that one Seinfeld episode revolves around clowns striking fear into the hearts of adults as well as children. * The personality trait most associated with an interest in the arts is called openness, the tendency to seek out novelty and variety in intellectual, aesthetic, and emotional pursuits.
Subscribed: Why the Subscription Model Will Be Your Company's Future - and What to Do About It by Tien Tzuo, Gabe Weisert
3D printing, Airbnb, airport security, Amazon Web Services, augmented reality, autonomous vehicles, blockchain, Build a better mousetrap, business cycle, business intelligence, business process, call centre, cloud computing, cognitive dissonance, connected car, death of newspapers, digital twin, double entry bookkeeping, Elon Musk, factory automation, fiat currency, Internet of things, inventory management, iterative process, Jeff Bezos, Kevin Kelly, Lean Startup, Lyft, manufacturing employment, minimum viable product, natural language processing, Network effects, Nicholas Carr, nuclear winter, pets.com, profit maximization, race to the bottom, ride hailing / ride sharing, Sand Hill Road, shareholder value, Silicon Valley, skunkworks, smart meter, social graph, software as a service, spice trade, Steve Ballmer, Steve Jobs, subscription business, Tim Cook: Apple, transport as a service, Uber and Lyft, uber lyft, Y2K, Zipcar
The MVP is a defining principle of cloud software development, and Kanye applied it to his music-writing process. What happens when a static product like an album turns into a fluid service like a music stream? All sorts of interesting things. Today thousands of musicians are benefiting from platforms like Patreon that give them a steady, dependable source of recurring revenue. Much like Eric Ries’s “Lean Startup” method, they’re shortening their product development cycle through experimentation, validated learning, and iteration. And they’re creating a virtuous feedback loop whereby customer responses help inform product development. By putting it out there—and letting subscribers pay for it—these musicians are successfully feeding their sales funnels without having to wait for a finished product (although I’m sure they wouldn’t put it that way!).
See Internet of Things (IOT) iPhone, 3 IT department, 129–30, 189–99 business insights and, 198 evolving IT architecture to meet subscription economy needs, 197–99 financials and, 192 legacy IT architecture, structure of and problems associated with, 189–97 pricing and packaging and, 190–91, 199 renewals and, 191 sales to different customer groups and, 191–92 subscribers/customer metrics and, 190, 198 “It Doesn’t Matter” (Carr), 83 Jankowski, Simona, 26, 27 Janzer, Anne, 130 Jaws (film), 38 JCPenney, 22 Jobs, Steve, 39, 47 Johnny Walker Blue Label, 107 Johnson, Kevin, 33 just in time inventory, 16 Kaplan, 117 Kaplan, Ethan, 30–31 Katzenberg, Jeffrey, 46 Kelly, Kevin, 111 Kern, Mac, 60–61 Kmart, 22 Komatsu, 98–99 Kramer, Kelly, 95–96 Kreisky, Peter, 78 Lah, Thomas, 85–86, 96 Lean Startup method, 48 leasing versus subscription model, for automobiles, 52–53 Lemonade, 118 Lessin, Jessica, 66, 68 Levie, Aaron, 167–68, 198–99 Life of Pablo, The (album), 48, 136–37 linear order-to-cash systems, 192–97 livestreaming, 42 LL Cool J, 101 LO3 Energy, 119 Loot Crate, 28 Lotto, Mark, 75 Lucas, George, 136 Lyft, 3, 54–55 Lynda.com, 31, 117 MacKenzie, Angus, 72 McGraw-Hill, 12–13 McKinsey, 11, 34, 98, 112–13, 165, 173, 218, 221 Macy’s, 14 Magellan Health, 115 Main, Andy, 121–22 malls, 17, 22, 34–35 Manifesto for Agile Software Development, 135–36 manufacturing industry, 100–101, 103–13 digital twins of physical machinery and, 104–6 focusing on outcomes instead of products, 106–11 future of, 111–13 margins, 15 marketing, 130–31, 143–55 experiences, communicating brand through, 145, 149 one-on-one marketing, 145–46 optimizing growth within service itself, 145 place (channels) and, 146, 147–48 pricing and packaging and, 146, 151–54 promotion and, 146, 149–51 subscriber IDs and, 146 Three Rooms mental model of storytelling and, 149–51 traditional role and techniques of, 143–44 Marketo, 190 MarketTools, 171 Marshall, John, 68 Martin-Flickinger, Gerri, 141 Mashable, 66 mass production, 37 media industry, 37–50 community, building, 43 content creation, investment in, 41 continuous innovation and, 136–37 Hollywood, historical business model of, 37–38 livestreaming, 42 mass production of movies in, 37 music industry, historical business model of, 38–39 music streaming services, 46–50 Netflix show, business model for, 41 portfolio effect and, 37, 41 streaming services and, 39–50 subscription video on demand (SVOD), 42–46 Meeker, Mary, 21 Membership Economy, The (Baxter), 29 Merry Christmas (album), 38 Metallica, 39 Metromile, 118 Microsoft, 56, 83, 89 minimum viable product, 48 ModCloth, 23 Moffett, Craig, 45 Molotov, 46 monetizing longtail content business model, 38 Money element, of PADRE operating model, 204 MOOCs (massive open online courses), 117 Mooney, Andy, 31–32 Motor Trend, 72–73, 79 MoviePass, 2 Mukherjee, Subrata, 74 multiple of three factors, for gauging reader engagement, 74 music streaming services, 46–50 BowieNet and, 47 minimum viable product and, 48 Prince’s NPG Music Club and, 47–48, 49–50 virtuous feedback loop, creating, 48–49 My Royal Canin, 118 Napster, 39 NCR, 13 negative option model, 28–30 Nest, 119 net account growth, 211–13 Netflix, 2, 3, 13, 18–19, 39, 40–41, 69, 139–40, 145, 161, 198 Newman, Nic, 69 New Relic, 166–67 newspaper industry, 65–79 ad-based business model, decline of, 66–70 digital subscribers, growth in, 65–66 enthusiast networks, 72–73 freemium model and, 76 multiple of three factors, for gauging reader engagement, 74 New York Times, subscription-first model of, 75–79 pricing agility and, 73–74 print versus digital myths, 70–71 reader’s wants and needs, prioritizing, 70–71 subscription/ad revenue mix, flipping, 75–76 New Yorker, The, 65, 66–67 New York Times, The, 65, 72–73, 75–79 Ngenic, 109–11 Nichols, Jim, 52 Nordstrom, 33 NPG Music Club, 47–48, 49–50 O’Brien, Mike, 51 Okta, 3 One Medical, 115 one-on-one marketing, 145–46 OnStar, 55–56, 148 Oracle, 4, 83, 190 Pacioli, Luca, 176–78 packaging.
Built for Growth: How Builder Personality Shapes Your Business, Your Team, and Your Ability to Win by Chris Kuenne, John Danner
Airbnb, Amazon Web Services, Berlin Wall, Bob Noyce, business climate, call centre, cloud computing, disruptive innovation, don't be evil, Fall of the Berlin Wall, Gordon Gekko, Jeff Bezos, Kickstarter, Lean Startup, Mark Zuckerberg, pattern recognition, risk tolerance, Sand Hill Road, self-driving car, Silicon Valley, Steve Jobs, Steve Wozniak, supply-chain management, zero-sum game
Jim Hornthal, a venture investor and serial builder with more than ten startups to his credit across a broad swath of products and markets, has used this ability well. He is somewhat of a composite, with a Crusader-esque sense of mission for his ventures, combined with a Driver’s curiosity and confident market-sensing willingness to bet on his pattern recognition insights about emerging technology or social trends. And more recently, he’s honed an Explorer-like fascination with cracking the code of complex systems, in this case applying the lean startup framework of rigorous, iterative hypothesis-testing with customers to “evidence-based” entrepreneurship and innovation itself. As he says, “The entrepreneur who is not willing to fire the hypothesis leaves no choice but to fire themselves.” The Sponsor Dynamic: Aligning Financial and Other Supporters Crusaders may struggle in their search for the right investors because their ventures are often ahead of the current perceived market.
He was, in effect, captain of a Lewis-and-Clark-style scouting team into the then frontier of the World Wide Web—dispatching his colleagues to identify and evaluate incumbent e-commerce solutions in the market. He asked them if Sony should buy or build this new platform. Their answer: build. He then captained his team of programmers and online marketers while also running interference for them with senior management across Sony. Similar to today’s lean-startup approach, Coopersmith’s team had an early Sony web store up and running, securely accepting credit cards online within a very short time. The team was located in San Francisco, away from Sony’s more formal US headquarters culture in New York. As Chris Pinkham understood when he was cracking the code for Amazon Web Services, physical (and cultural) distance from the mother ship can be a key element of the corporate builder’s success.
The Wide Lens: What Successful Innovators See That Others Miss by Ron Adner
barriers to entry, call centre, Clayton Christensen, inventory management, iterative process, Jeff Bezos, Lean Startup, M-Pesa, minimum viable product, mobile money, new economy, RAND corporation, RFID, smart grid, smart meter, spectrum auction, Steve Ballmer, Steve Jobs, Steven Levy, supply-chain management, Tim Cook: Apple, transaction costs
See Exubera; Inhalable insulin insulin pens, 107–8 Intel electronic health record (EHR), 121–22 WiMAX, 133 Intermediaries in adoption chain, 55, 61–62 as complementors, 38, 86 in value blueprint, 86 International Digital Publishing Forum (IDPF), 93 Internet, and electronic health records (EHRs), 121 iPad, 218–21 and e-book market, 100, 219 ecosystem carryover for, 218–21 market for, 218 media partners, 219–21 partner gains, fairness issue, 219–21 value blueprint, 220 iPhone, 210–17 and AT&T, 212, 214–15 App Store, 216–17 competitors, 211 ecosystem carryover for, 213–16 limitations of product, 211–12 staged expansion of, 216–17 success, reasons for, 213–19 and 3G market, 52, 211–12 timing factors, 147 value blueprint, 217 iPod, 140, 144–47 delayed entry, benefits of, 147, 156 features, 145 and iTunes, 146, 156, 164, 179, 209 staged expansion of, 209–10 success, reasons for, 144–47 timing, Jobs rationale for, 144–45, 208–9 value blueprint, 210 iTunes, and iPod success, 146, 156, 164, 179, 209 J Jobs, Steve, 144 and iPod development, 144–47, 156, 208–10 See also Apple Johnson Controls, 3 K Kaiser Permanente, electronic health records (EHRs), 131 Kapoor, Rahul, 150 Keurig coffeemaker, 29 Kindle, 95–100 digital rights management (DRM) issue, 97–98 ecosystem, benefits to, 97–99 features, 96 initial weakness, 95–96 and leadership effectiveness, 136–37 pricing, 98 as service versus device, 96–97, 134–35, 164, 178–79 versus Sony Reader, 96–97, 99–100 success, assessment of, 99–100 value blueprint, 96–99 value proposition, 96–97 King, Stephen, 89 Korris, Jim, 68–69 L Leadership basic requirements for, 117, 133, 136 core challenge, 117 digital cinema adoption, 70–71, 76, 136 versus followership, 117, 132–35 and innovation success, 5, 70–71, 76 payback period, 117, 136 qualifying for. See Leadership prism strength, assessment by followers, 133–35, 220–21 Leadership prism, 117–32 constructing by followers, 134 electronic health records (EHRs) example, 128–32 functions of, 117–18, 227 value proposition for, 118 Leaf, 169, 184 Lean start-up, 202n Lechleiter, John, 107 Levin, Julian, 71 LG, 3-D TV, 53 Librié, 90 Lonie, Susie, 196–98 M Magliano, George, 171 Mann, Alfred, 112 MannKind Corporation, inhalable insulin, 102, 105, 112 Mapping, value blueprint, 84–114 Marriott hotels, 29 Medical devices, Medtronic, 206 Medical errors, deaths related to, 118–19, 124 Medical records, electronic. See Electronic health records (EHRs) Medication errors, deaths related to, 119 Medtronic, 206 Michelin, success of company, 16–18 Michelin, Édouard, 19 Michelin PAX System, 16–35 adoption chain questions, 64–65 adoption stage, 22–23 competition, 20 execution stage, 20–22 failure, reasons for, 24–32 features of, 17 innovation ecosystem, lack of, 25–29, 32–33 innovation strategy, 18 market need for, 19–20 military market for, 31–32 Microsoft HealthVault, 122, 130 Office 2007, adoption lag, 56–58 Windows Phone OS, 52–53 Mines, Christopher, 143 Minimum viable ecosystem (MVE), 198–205 effectiveness, logic of, 199, 203–5 goals of, 194, 202–5, 221–22 M-PESA, 198–205 versus traditional approach, 201–4 M-Kesho, 201 Mobile phones, 39–46 first cell phone, 39 first generation, 38–39 iPhone success, 210–17 leading players, 40, 211, 214 Nokia 3G phone failure, 42–46, 52–53 payment system via.
Tesla doubled the driving range by doubling the number of battery cells. However, this also doubled the price: the Roadster battery alone costs an estimated $36,000 (the base MSRP for the 2011 Roadster is $109,000), undermining its economic attractiveness to the mainstream. * Read the epilogue to the Better Place case on p. 235. * In the world of product development, a recent movement has been toward “lean start-up,” a key technique of which is the minimum viable product (also referred to as the minimum feature set). The minimum viable product approach espouses market testing with bare-bones prototypes that allows for maximum learning from test customer feedback with the least amount of product development. This enables cheaper and faster iterations in the product development cycle. It contrasts with the philosophy of presenting (relatively) feature-rich prototypes that will allow test customers to offer more complete reactions.
Platform Scale: How an Emerging Business Model Helps Startups Build Large Empires With Minimum Investment by Sangeet Paul Choudary
3D printing, Airbnb, Amazon Web Services, barriers to entry, bitcoin, blockchain, business process, Chuck Templeton: OpenTable:, Clayton Christensen, collaborative economy, commoditize, crowdsourcing, cryptocurrency, data acquisition, frictionless, game design, hive mind, Internet of things, invisible hand, Kickstarter, Lean Startup, Lyft, M-Pesa, Marc Andreessen, Mark Zuckerberg, means of production, multi-sided market, Network effects, new economy, Paul Graham, recommendation engine, ride hailing / ride sharing, shareholder value, sharing economy, Silicon Valley, Skype, Snapchat, social graph, social software, software as a service, software is eating the world, Spread Networks laid a new fibre optics cable between New York and Chicago, TaskRabbit, the payments system, too big to fail, transport as a service, two-sided market, Uber and Lyft, Uber for X, uber lyft, Wave and Pay
Section 2 DESIGNING THE INTERACTION-FIRST PLATFORM The design of the platform business model involves the design of a core interaction followed by the design of an open infrastructure that will enable and govern this interaction. INTRODUCTION Building Interaction-First Platforms Design before you optimize! Scalable and sustainable business models need to be designed before they can be optimized. Optimizing poor design just makes a poorly designed system worse. The discipline of testing and measuring, championed by the Lean Startup movement, is an extremely important one. Entrepreneurs approach solution development by testing the key hypotheses that could lead to business failure. While the discipline of testing is important, the single most important decision in testing is the choice of the hypothesis to be tested. Without clarity on the most important hypotheses, one can waste a lot of time testing irrelevant hypotheses and optimizing poor design.
THE MINIMUM VIABLE PLATFORM AND IMPLEMENTATION ROADMAPS A focus on the core interaction helps us define the requirements for a minimum viable platform. Unlike single-user products, platforms must cater to multiple user roles. The core interaction defines the minimum unit of value creation and exchange that caters to the key roles on the platform. The minimum viable platform should ensure that it designs all four actions in the core interaction sufficiently to enable the end-to-end interaction. In the Lean Startup methodology, one often builds out a product by validating a set of hypotheses sequentially. Every iteration of the platform may validate a hypothesis related to one of the four actions, but it is important to ensure that all other actions are also designed into the platform. Without designing the entire interaction, it may be counterproductive to try to test a hypothesis related to an individual action.
Buy Then Build: How Acquisition Entrepreneurs Outsmart the Startup Game by Walker Deibel
barriers to entry, Clayton Christensen, commoditize, deliberate practice, discounted cash flows, diversification, Elon Musk, family office, financial independence, high net worth, intangible asset, inventory management, Jeff Bezos, knowledge worker, Lean Startup, Mark Zuckerberg, meta analysis, meta-analysis, Network effects, new economy, Peter Thiel, risk tolerance, risk/return, rolodex, software as a service, Steve Jobs, supply-chain management, Y Combinator
This is the driver behind the platform profile. 71 LOOKING FOR GROWTH Whenever I am looking at any business, I’m looking to identify the path to growth and the amount of upside potential. How big can this business be? Try to understand the driver behind a company’s value and how to best scale it. How to accelerate it, change it, or keep it as a lifestyle business. Looking at businesses this way allows the company to tell you what the growth strategy is. This is critically important to the entire process of finding your match. In Eric Reis’ The Lean Startup, he coined the term pivot to describe changes during entrepreneurial product development. Always turning to user data and customer feedback to tweak the next iteration of the product in order to build the product the market wants and attain product-market fit. In management, this happens all the time—it just doesn’t look like a startup. Companies need to innovate. Perhaps not constantly, but at very specific times.
., 2012 Osterwalder, Alexander and Yves Pigneur Business model generation a handbook for visionaries, game changers, and challengers Hoboken: Wiley 281 & Sons, 2010 Parker, Richard How to Buy a Good Business at a Great Price Fort Lauderdale:Diomo, 2013 Peters, Basil Early exits: exit strategies for entrepreneurs and angel investors (but maybe not venture capitalists). Canada: MeteorBytes, 2009. Porter, M. E. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press, 1980 Rath, Tom. StrengthsFinder 2.0 New York: Gallop Inc., 2007 Ries, Eric. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York: Crown Business, 2011. Ruback, Richard and Yudkoff Royce. HBR Guide to Buying a Small Business. Harvard Business Review Press, 2017. Seligman, Martin E. P. Flourish: A Visionary New Understanding of Happiness and Well-Being. 2013. Print. Shapiro, Alan C., and Sheldon D. Balbirer. Modern Corporate Finance: a Multidisciplinary Approach to Value Creation.
The End of Big: How the Internet Makes David the New Goliath by Nicco Mele
4chan, A Declaration of the Independence of Cyberspace, Airbnb, Amazon Web Services, Any sufficiently advanced technology is indistinguishable from magic, Apple's 1984 Super Bowl advert, barriers to entry, Berlin Wall, big-box store, bitcoin, business climate, call centre, Cass Sunstein, centralized clearinghouse, Chelsea Manning, citizen journalism, cloud computing, collaborative consumption, collaborative editing, commoditize, creative destruction, crony capitalism, cross-subsidies, crowdsourcing, David Brooks, death of newspapers, disruptive innovation, Donald Trump, Douglas Engelbart, Douglas Engelbart, en.wikipedia.org, Exxon Valdez, Fall of the Berlin Wall, Filter Bubble, Firefox, global supply chain, Google Chrome, Gordon Gekko, Hacker Ethic, Jaron Lanier, Jeff Bezos, jimmy wales, John Markoff, Julian Assange, Kevin Kelly, Khan Academy, Kickstarter, Lean Startup, Mark Zuckerberg, minimum viable product, Mitch Kapor, Mohammed Bouazizi, Mother of all demos, Narrative Science, new economy, Occupy movement, old-boy network, peer-to-peer, period drama, Peter Thiel, pirate software, publication bias, Robert Metcalfe, Ronald Reagan, Ronald Reagan: Tear down this wall, sharing economy, Silicon Valley, Skype, social web, Steve Jobs, Steve Wozniak, Stewart Brand, Stuxnet, Ted Nelson, Telecommunications Act of 1996, telemarketer, The Wisdom of Crowds, transaction costs, uranium enrichment, Whole Earth Catalog, WikiLeaks, Zipcar
After spending a lot of time, money, and political capital to build Data.gov, the U.S. federal government now publishes almost half a million data feeds covering just about every imaginable topic. A full 172 government agencies and subagencies participate, releasing their data online. This would appear to be a substantial platform that citizens and the private sector can build upon. And in the entire United States, a country rife with innovation and an appetite for experimentation, where The $100 Startup, The Lean Startup, and The Startup of You were all best-selling titles, a country where an estimated 30,000 new companies are started every year,26 where more than 600 apps are submitted to the Apple iTunes App Store daily27—how many apps over three years have been written for Data.gov? Just 236 apps have been developed for citizens; 1,264 apps have been developed by government agencies either for use by citizens or by other government agencies.
. … All you have to do to serve them well is build a minimal infrastructure allowing them to get together and work things out for themselves. Any additional features are almost certainly superfluous and could even be damaging.35 This way of thinking in software design has a long pedigree—back to the “scratch your own itch” of Eric Raymond’s The Cathedral and the Bazaar, but more recently in the best-selling The Lean Startup, whose core admonition is to arrive at the minimum viable product as quickly as possible. It’s a compelling vision for running a software company or even an online services company. But does it work as an approach to government? Not so much. As Gary Wolf puts it in the Wired profile: His cause is not helped by the fact that if the Craigslist management style resembles any political system, it is not democracy but rather a low-key popular dictatorship. … Its inner workings are obscure, it publishes no account of its income or expenses, it has no obligation to respond to criticism, and all authority rests in the hands of a single man.36 I don’t mean to single out Newmark.
Listen, Liberal: Or, What Ever Happened to the Party of the People? by Thomas Frank
Affordable Care Act / Obamacare, Airbnb, Amazon Mechanical Turk, American ideology, barriers to entry, Berlin Wall, Bernie Sanders, blue-collar work, Burning Man, centre right, circulation of elites, Clayton Christensen, collective bargaining, Credit Default Swap, David Brooks, deindustrialization, disruptive innovation, Donald Trump, Edward Snowden, Fall of the Berlin Wall, financial innovation, Frank Gehry, full employment, George Gilder, gig economy, Gini coefficient, income inequality, Jaron Lanier, Jeff Bezos, knowledge economy, knowledge worker, Lean Startup, mandatory minimum, Marc Andreessen, Mark Zuckerberg, market bubble, mass immigration, mass incarceration, McMansion, microcredit, mobile money, moral panic, mortgage debt, Nelson Mandela, new economy, obamacare, payday loans, Peter Thiel, plutocrats, Plutocrats, Ponzi scheme, post-industrial society, postindustrial economy, pre–internet, profit maximization, profit motive, race to the bottom, Republic of Letters, Richard Florida, ride hailing / ride sharing, Ronald Reagan, sharing economy, Silicon Valley, Steve Jobs, Steven Levy, TaskRabbit, Thorstein Veblen, too big to fail, Travis Kalanick, Uber for X, union organizing, urban decay, women in the workforce, Works Progress Administration, young professional
On the allure of San Francisco and the tech industry for members of the Obama administration, see Edward-Isaac Dovere, “The City on the Hill(s) for Obama Alums,” Politico, July 5, 2015. For a comprehensive list of all the Obama personnel who came from or departed to Silicon Valley, see Cecilia Kang and Juliet Eilperin, “Why Silicon Valley Is the New Revolving Door for Obama Staffers,” Washington Post, February 28, 2015. “Obama’s lean startup” is also known as “18F”; it’s a unit of the General Services Administration. See Elaine Chen, “Building Obama’s Lean Startup in America’s Biggest Bureaucracy,” TechBeacon, July 23, 2015; Jon Gertner, “Inside Obama’s Stealth Startup,” Fast Company, June 15, 2015. 3. The exchange can be watched on YouTube at https://www.youtube.com/watch?v=8URYPna1lhw. 4. This last is called The Groundwork; very little is known about it at present. See “Hillary Clinton Leans on Eric Schmidt’s Startup for Campaign Technology,” Quartz, October 16, 2015. 5.
Upscale: What It Takes to Scale a Startup. By the People Who've Done It. by James Silver
Airbnb, augmented reality, Ben Horowitz, blockchain, business process, call centre, credit crunch, crowdsourcing, DevOps, family office, future of work, Google Hangouts, high net worth, hiring and firing, Jeff Bezos, Kickstarter, Lean Startup, Lyft, Mark Zuckerberg, minimum viable product, Network effects, pattern recognition, ride hailing / ride sharing, Silicon Valley, Skype, Snapchat, software as a service, Uber and Lyft, uber lyft, women in the workforce, Y Combinator
The Sanctus team do this through coaching, community events and working with businesses to create an environment for people to talk openly about mental health. CHAPTER 8 ‘Build a talent pipeline’, ‘Offer employee equity’ and ‘Beware title inflation’. Index Ventures’ Director of Talent Dominic Jacquesson has 19 tips on how to scale talent. One of the most difficult adjustments founders face, particularly in the immediate aftermath of raising their Series A round, is the change of mindset from ‘lean startup’ mode to one where they’re suddenly required to go hell for leather on growth, argues Index Ventures’ Director of Talent, Dominic Jacquesson. And this attitudinal shift is felt particularly keenly in recruitment. ‘They have to go from being super-tight and efficient on hiring, and really holding back by doing everything as far as possible themselves, to suddenly having several million in the bank and being told [by investors] to ramp up recruitment to enable them to scale successfully,’ he says.
But for founders of other types of digital business, what are the signals entrepreneurs should be looking for when it comes to deciding where to open their first overseas offices? ‘The first thing you’re looking for is product/market fit,’ replies Corstorphine. ‘And I don’t believe you need to set up an operation or office on the ground in a market just to see whether you’re starting to achieve product/market fit or not. In lean-startup principles you would chuck the product out there, you would push it a little bit, you might spend a little bit of money on advertising just to try to get some traffic to your site. Then you’d test it; product/market fit tends to be measurable primarily in terms of retention, but also activation metrics. ‘So if you push it out in a market and you discover that no one is coming back to use it a second time, or that uninstall rates are super high or whatever it might be, you want to fix that stuff before you start investing in a major office.
The End of Nice: How to Be Human in a World Run by Robots (Kindle Single) by Richard Newton
3D printing, Black Swan, British Empire, Buckminster Fuller, Clayton Christensen, crowdsourcing, deliberate practice, disruptive innovation, fear of failure, Filter Bubble, future of work, Google Glasses, Isaac Newton, James Dyson, Jaron Lanier, Jeff Bezos, job automation, lateral thinking, Lean Startup, low skilled workers, Mark Zuckerberg, move fast and break things, move fast and break things, Paul Erdős, Paul Graham, recommendation engine, rising living standards, Robert Shiller, Robert Shiller, Silicon Valley, Silicon Valley startup, skunkworks, social intelligence, Steve Ballmer, Steve Jobs, Y Combinator
The team of founders – typically two or three people at the outset – sell a small percentage of their business to the program in return for a small amount of cash plus the intense mentoring, coaching, resources, access to investors and relevant industry experts and potential customers. “Fail harder” urges a poster tacked to one wall. Others ask of you: “Move Fast and Break Things” and “What Would You Do If You Weren’t Afraid?”. In start-up-land, failure has become a component of the methodology for success. The Lean Startup, a book that codifies the start-up business approach, has become the management textbook for building success on failure. “You need to create a discipline to enable you to fail and learn fast,” said its author, Eric Ries. “A management discipline for failure.” The success and reputation of accelerators is such that in 2012 the business publication Forbes ran an article headlined: “Would you rather get into Y-Combinator, 500 Start-Ups, TechStars… or Harvard Business School?”
Growth Hacking Techniques, Disruptive Technology - How 40 Companies Made It BIG – Online Growth Hacker Marketing Strategy by Robert Peters
Airbnb, bounce rate, business climate, citizen journalism, crowdsourcing, digital map, Google Glasses, Jeff Bezos, Lean Startup, Menlo Park, Network effects, new economy, pull request, revision control, ride hailing / ride sharing, search engine result page, sharing economy, Skype, TaskRabbit, turn-by-turn navigation, ubercab
“Defining a Growth Hacker: Three Common Characteristics.” techcrunch.com/2012/09/02/defining-a-growth-hacker-three-common-characteristics/ Holiday, Ryan. Growth Hacker Marketing: A Primer on the Future PR, Marketing, and Advertising. Portfolio, 2013. Maurya, Ash. Running Lean: Iterate from Plan A to a Plan That Works. O’Reilly Media, 2012. McClure, Dave. “Startup Metrics 4 Pirates.” Slideshare presentation at www.slideshare.net/dmc500hats/startup-metrics-for-pirates-nov-2012 Ries, Eric. The Lean Startup: How Today’s entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Crown Business, 2011. Schranz, Thomas. Growth Engineering 101: A Step-by-Step Guide for Founders, Product Managers and Marketers. (See www.blossom.io/growth-engineering) Vilner, Yoav. “Growth Jacking 101: Read This to Become a Magician.” www.ranky.co/growth-hacking-101-read-become-magician/ Yongfook, Jon. “21 Actionable Growth Hacking Tactics.” yongfook.com/actionable-growth-hacking-tactics.html Suggestions / Reviews I really hope you liked the book and found it useful.
New Power: How Power Works in Our Hyperconnected World--And How to Make It Work for You by Jeremy Heimans, Henry Timms
"side hustle", 3D printing, 4chan, Affordable Care Act / Obamacare, Airbnb, augmented reality, autonomous vehicles, battle of ideas, Benjamin Mako Hill, bitcoin, blockchain, British Empire, Chris Wanstrath, Columbine, Corn Laws, crowdsourcing, David Attenborough, Donald Trump, Elon Musk, Ferguson, Missouri, future of work, game design, gig economy, hiring and firing, IKEA effect, income inequality, informal economy, job satisfaction, Jony Ive, Kibera, Kickstarter, Lean Startup, Lyft, Mark Zuckerberg, Minecraft, Network effects, new economy, Nicholas Carr, obamacare, Occupy movement, profit motive, race to the bottom, ride hailing / ride sharing, rolodex, Saturday Night Live, sharing economy, Silicon Valley, six sigma, Snapchat, social web, TaskRabbit, the scientific method, transaction costs, Travis Kalanick, Uber and Lyft, uber lyft, upwardly mobile, web application, WikiLeaks
The winner was a young Indonesian engineer with no aviation experience whose idea delivered an 84 percent improvement. She built on these successes through partnerships with organizations like Local Motors, the first-of-its kind new power car company we’ll profile in the next chapter, to crowd-source product development challenges to engineers, coders, and scientists, both online and in microfactories across the United States. Within GE, Comstock called on Eric Ries, author of the popular book The Lean Startup, to consult on a new way to encourage and speed up the company’s internal innovation and product design efforts and quickly incorporate early customer feedback. This led to the creation of the FastWorks program, which has now trained over 40,000 of GE’s leaders. FastWorks is leading a shift toward experimentation and prototyping, nudging norms at a company whose stock price has been in long-term decline and that some say has become too big to innovate.
Comstock herself had championed: Steve Lohr, “Quirky, an Invention Start-Up, Files for Bankruptcy,” New York Times, September 22, 2015. Her success in leading GE: Forbes, “The World’s 100 Most Powerful Women,” Forbes, July 2017. She chalked up early wins: GrabCAD, “GE Jet Engine Bracket Challenge,” GrabCAD Community, July 2017. www.grabcad.com. The winner was a young: Ibid. Within GE, Comstock called: Eric Ries, The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Business (New York: Crown Publishing Group, 2011). This led to the creation: GE, “GE//FastWorks,” Innovation Benchmark, March 11, 2016. A project to create a digital wind farm: GE, “GE 2015 Integrated Summary Report,” 2015, p. 19. GE has estimated that FastWorks: “Bridging Worlds: The Future Role of the Healthcare Strategist,” Society for Healthcare Strategy & Marketing Development of the American Hospital Association, 2014, 20.
The Education of Millionaires: It's Not What You Think and It's Not Too Late by Michael Ellsberg
affirmative action, Black Swan, Burning Man, corporate governance, creative destruction, financial independence, follow your passion, future of work, hiring and firing, job automation, knowledge worker, lateral thinking, Lean Startup, Mark Zuckerberg, means of production, mega-rich, meta analysis, meta-analysis, new economy, Norman Mailer, Peter Thiel, profit motive, race to the bottom, Sand Hill Road, shareholder value, side project, Silicon Valley, Skype, social intelligence, Steve Ballmer, survivorship bias, telemarketer, Tony Hsieh
Young people buzzed around, chatting over the music, dancing, trading contact information. As I spoke with Max, overlooking the sea, a friend of Max’s spotted him and walked up to us. Max introduced us: “Hey Michael, this is Trevor. He’s also an entrepreneur who’s leaving school.” “Leaving school?” Trevor cut in as if to correct an insulting slight. “I’ve already left school!” Trevor Owens had left NYU during his senior year to help build The Lean Startup Machine (http://theleanstartupmachine.com), a series of intensive boot camps designed to promote entrepreneurialism and train entrepreneurs in the business principles of “lean thinking.” I had never been on a cruise before. The series was originally the brainchild of Elliott Bisnow, who had left Wisconsin to pursue his dreams. Three years later he was hosting some of the world’s most powerful people at his own cruise liner weekend event/party.
See Meaningful work, creating Ilovemarketing.com Institute for Integrative Nutrition Intelligence, practical versus academic Internet marketing guru online presence, building and self-created business and self-education YourName.com, importance of Investments, bootstrapper’s method IQ, and success IronPort Iteration velocity John Paul Mitchell Systems Johnson, Cameron as college non-graduate success, evolution of Jong, Erica Kaufman, Josh Kawasaki, Guy Keillor, Garrison Kennedy, Dan as college non-graduate direct-response marketing Kerkorkian, Kirk Kern, Frank as college non-graduate direct-response marketing on power of selling success, evolution of Kiyosaki, Robert mentor of on power of selling Kleiner Perkins Caufield & Byers Knowledge workers, digital Marxism Komisar, Randy on safety versus risk La Flamme, Jena Cheng sales coaching as college non-graduate Deida relationship training direct-response marketing, use of success, evolution of Lalla, Annie and Eben Pagan Langan, Chris LaPorte, Danielle, success, evolution of Laugh-O-Gram Leadership definitions of and impact on many as new marketing as skill of success Lean Startup Machine Lerer, Ben Levchin, Max Leve, Brett Lifelong learning Linchpin concept Listening, importance of Loucks, Vernon Louis Marx and Company Luck, and success Lupton, Amber Lynda Limited McDermid, Hitch Mailer, Norman Maister, David Making a difference. See Meaningful work, creating Manhattan Project Marc Ecko Enterprises Marianlibrarian.com Marketing advice, giving to mentors brand marketing business, creating and Eben Pagan essence of high integrity, newsletters on leadership as learning about, value of as skill of success third tribe marketing traditional, ineffectiveness of See also Direct-response marketing Marmer, Max, success, evolution of Marx, David Marx, Karl Marx, Louis, success, evolution of Marxism, digital Mason, Nick, success, evolution of Meaningful work, creating Art of Earning a Living and entrepreneurship and experimentation failure, learning from and financial stability and impact on many opportunities in workplace, seeking “options open” myth versus predictable life and risk success, case examples Mendelson, Sandi Mentors attracting becoming trusted advisor to finding with connection capital giving feedback to importance of success, case examples Millennials Mitchell, Paul Montoya, Peter, on branding Moritz, Mark Moskovitz, Dustin as college non-graduate success, evolution of Mullenweg, Matt, success, evolution of Munna, Cathryn Munna, Cortney, education debt of Murray, Charles Mycoskie, Blake Needs, versus requests Negroni, Christine Networking with connection capital to find teachers.
Hacking Growth: How Today's Fastest-Growing Companies Drive Breakout Success by Sean Ellis, Morgan Brown
Airbnb, Amazon Web Services, barriers to entry, Ben Horowitz, bounce rate, business intelligence, business process, correlation does not imply causation, crowdsourcing, DevOps, disruptive innovation, Elon Musk, game design, Google Glasses, Internet of things, inventory management, iterative process, Jeff Bezos, Khan Academy, Kickstarter, Lean Startup, Lyft, Mark Zuckerberg, market design, minimum viable product, Network effects, Paul Graham, Peter Thiel, Ponzi scheme, recommendation engine, ride hailing / ride sharing, side project, Silicon Valley, Silicon Valley startup, Skype, Snapchat, software as a service, Steve Jobs, subscription business, Travis Kalanick, Uber and Lyft, Uber for X, uber lyft, working poor, Y Combinator, young professional
If this iterative process sounds familiar, it’s likely because you’ve encountered a similar approach in agile software development or the Lean Startup methodology. What those two approaches have done for new business models and product development, respectively, growth hacking does for customer acquisition, retention, and revenue growth. Building on these methods was natural for Sean and other start-up teams, because the companies that Sean advised and others that developed the method were stacked with great engineering talent familiar with the methods, and because the founders were inclined to apply a similar approach to customer growth as the engineers applied to their software and product development. Central to agile development is increasing the speed of development, working in short “sprints” of coding, and regularly testing and iterating on the product over time. The Lean Startup adopted the practice of rapid development and frequent testing, and added the practice of getting a minimum viable product out on the market and into the hands of actual users as soon as possible, to get real user feedback and establish a viable business.
The Launch Pad: Inside Y Combinator, Silicon Valley's Most Exclusive School for Startups by Randall Stross
affirmative action, Airbnb, AltaVista, always be closing, Amazon Mechanical Turk, Amazon Web Services, barriers to entry, Ben Horowitz, Burning Man, business cycle, California gold rush, call centre, cloud computing, crowdsourcing, don't be evil, Elon Musk, high net worth, index fund, inventory management, John Markoff, Justin.tv, Lean Startup, Marc Andreessen, Mark Zuckerberg, medical residency, Menlo Park, Minecraft, minimum viable product, Paul Buchheit, Paul Graham, Peter Thiel, QR code, Richard Feynman, Richard Florida, ride hailing / ride sharing, Sam Altman, Sand Hill Road, side project, Silicon Valley, Silicon Valley startup, Skype, social graph, software is eating the world, South of Market, San Francisco, speech recognition, Stanford marshmallow experiment, Startup school, stealth mode startup, Steve Jobs, Steve Wozniak, Steven Levy, TaskRabbit, transaction costs, Y Combinator
It was about a twenty-minute drive from where the posh offices of venture capitalists on Sand Hill Road were concentrated, near Stanford, on the leafy west side of Menlo Park. The neighborhood of Pioneer Way belonged to a separate galaxy. YC sat among small manufacturers, and auto repair and body shops. The architecture in the neighborhood was strictly no-frills utilitarian—a good setting for lean startups. YC was there every other winter until 2009, when Graham and Livingston decided to make the Valley their permanent home and run the program there for both the winter and summer batches.4 Two years after YC’s founding, a seed fund named TechStars sprang up in Boulder, Colorado. It presented the first real competition to Y Combinator. Founded by David Cohen, Brad Feld, David Brown, and Jared Polis, TechStars made its first investments in summer 2007.
Jason McCay and Ben Wyrosdick, the cofounders of MongoHQ, and their wives decided to rent out their houses in Birmingham and bring the families to Mountain View. Between the two, they had five children who were five years old or younger. To reduce expenses, the two families decided to share one rental house. What was available and within their budget was a 1,600-square-foot house that was far smaller than either family had in Birmingham. This meant that the founders were living and working in the close quarters typical of the lean startup—their office was a remodeled toolshed that sat in their tiny yard—made even closer by the fact that their families were living in the same confined space, too. Chris Steiner of Aisle50, whose home was in Chicago, also elected to come out with his wife and three-year-old son. His cofounder, Riley Scott, who was married and had a one-year-old, was already living in the Valley. The two families consolidated households, sharing a three-bedroom house in Los Gatos.
The Messy Middle: Finding Your Way Through the Hardest and Most Crucial Part of Any Bold Venture by Scott Belsky
23andMe, 3D printing, Airbnb, Albert Einstein, Anne Wojcicki, augmented reality, autonomous vehicles, Ben Horowitz, bitcoin, blockchain, Chuck Templeton: OpenTable:, commoditize, correlation does not imply causation, cryptocurrency, delayed gratification, DevOps, Donald Trump, Elon Musk, endowment effect, hiring and firing, Inbox Zero, iterative process, Jeff Bezos, knowledge worker, Lean Startup, Lyft, Mark Zuckerberg, Marshall McLuhan, minimum viable product, move fast and break things, move fast and break things, NetJets, Network effects, new economy, old-boy network, pattern recognition, Paul Graham, ride hailing / ride sharing, Silicon Valley, slashdot, Snapchat, Steve Jobs, subscription business, TaskRabbit, the medium is the message, Travis Kalanick, Uber for X, uber lyft, Y Combinator, young professional
The creative aspects of some projects are best cooked slowly. Facebook’s infamous “move fast and break things” mantra, which graces everything from posters to coasters around Facebook’s campus, establishes a mind-set in technology and start-ups that the best path forward is always the fastest one, even when it’s reckless. This line of thought has inspired countless practices for how to manage projects, conduct meetings, and develop new products. The “lean start-up” methodology, which became a playbook on how to build a product efficiently, was popularized by Eric Ries’s book by the same name and has since spread beyond the start-up world and into the boardrooms of Fortune 500 companies. And for good reason! The bulky, slow processes that have long inhibited launches and learning in big companies were overdue for an overhaul. But, like most rules, there are critical exceptions.
., 199–202 founder-product fit, 256 Founders, 126 Four Hour Body, The (Ferriss), 283 free radicals, 137–39 French Revolution, 200, 201 friction, 37–39, 210, 371, 372 Fried, Jason, 90 fringe, 58 frugality, 140–42 Game of Thrones, 270 Gates, Bill, 295 Gebbia, Joe, 88–89, 311 General Electric (GE), 125, 130, 143, 327 Getable, 356–57 Gibson, William, 257 Giffon, Jeremy, 294 Gigerenzer, Gerd, 285 Gilbert, Dan, 196–97 Glei, Jocelyn, 181 goals, long-term, 26–27, 66, 299, 304, 350 Godin, Seth, 297, 298, 337–38 Goldberg, Dave, 39 Goldman Sachs, 125, 143, 240–41, 341 Google, 24, 25, 60, 67, 83, 93, 101, 139, 189, 239, 366–67 Maps, 210 Project Aristotle, 122 Trends, 301–2 government and politics, corporate, 46–48 grafting talent, 119–25 Graham, Paul, 193 Grant, Adam, 39 Grant, Angela, 108 grit, 62–63 Grit: The Power of Passion and Perseverance (Duckworth), 62 groups, 38–39, 107, 203–4 Gunatillake, Rohan, 360 Gurley, Bill, 79, 311 Gut Feelings (Gigerenzer), 285 hardship, 38, 39 Harvard Business Review, 39, 250 Harvard Business School, 117, 122, 160, 214, 262 Hashemi, Sam, 164–65 Hastings, Reed, 83–84, 126 HBO, 270 Heiferman, Scott, 168, 243–44 Higa, James, 141 Hindu theology, 374 hiring: adversity and, 110–11 discussions and, 112–13 diversity and, 106–9, 110 and initiative vs. experience, 103–5 of polarizing people, 114–15 and resourcefulness vs. resources, 100–102 talent and, 119–25 Hogan-Brun, Gabrielle, 107–8 Homebrew, 294, 359 honeymoon phase, 209 Hope, Bradley, 306, 307 Horowitz, Ben, 29–30 House Party, 265 humility, 56, 193, 331, 350 passion and, 248–50 Huxley, Aldous, 204 Hyer, Tim, 356–57 identity, 358–60, 362–63 if-onlys, 74 ignorance, 308–9 Illustrator, 10, 144, 162, 270 imagination, 326–28, 336 immune system: of society, 35, 36, 60 of team, 116–18, 119, 127 impact, 31 Improv Everywhere, 113 incrementalism, 207, 242–44, 289 influence, and credit, 330–32 information-gap theory, 272 initiative vs. experience, in hiring, 103–5 innovation, 57, 60, 102, 106–7, 118, 143, 183, 204, 250 inbred, 245–46 mistakes and unexpected in, 324–25 insecurity work, 66–67, 68 Instagram, 36, 44, 174, 189, 227, 235–36, 335, 349 institutions, 354 intention, 175 internet, 258 intuition, 294–96, 300–304, 321 inverted-U behavior, 272–73 investment, 78, 290 iPad, 48, 250, 306 iPhone, 63, 250, 273, 374 iPod, 63, 295, 374 Jaffe, Eric, 272 Jenks, Patty, 84 Jobs, Steve, 40–41, 63, 64, 141, 295 Johnstone, Ollie, 222 Jones, Malcolm, 104 Journal of Experimental Psychology, 228 Joymode, 295 June, 226–27 Jung, Carl, 56, 115 Kalina, Noah, 190 Kalmikoff, Jeffrey, 267–68 Kane, Becky, 229 Kaplan, Stanley, 358–59 Kay, Alan, 308 Kerr, Steve, 125 King, Stephen, 220 Klout, 295 Krop, 187 Laja, Peep, 162 language, multilingualism and, 107–9 laziness, vanity, and selfishness, 235–37 LCD Soundsystem, 92 leaders, leadership, 127, 147, 205, 277, 331 delegation and, 166–69 internal marketing and, 158–60 70/20/10 model for development of, 125 as stewards vs. owners, 258–61 timing and, 288–89 “lean start-up” methodology, 194 learning, 63–64, 366–67 LearnVest, 65–66 Lehrer, Jonah, 272 Levie, Aaron, 83, 224 Levo League, 73 LeWitt, Sol, 58 life expectancy, 26 Lightroom, 270 Linguanomics: What Is the Market Potential of Multilingualism? (Hogan-Brun), 107 LinkedIn, 181, 258 listening, 321 lists, 374 living and dying, 26, 368–69, 373–75 Livingston, Jessica, 101–2 local maxima, 242, 243–44, 289 Loewenstein, George, 272 long-term goals, 26–27, 66, 299, 304, 350 Loup Ventures, 35 Louvre Pyramid, 200–202 Lyft, 191 Macdonald, Hugo, 37–38 Macworld, 295 Maeda, John, 107, 186, 308, 354 magic of engagement, 273 Making Ideas Happen (Belsky), 159, 190, 222 Managed by Q, 221 Marcus Aurelius, 39 market-product fit, 256 Marquet, David, 167 Mastercard, 275, 303–4 Match.com, 259 Maupassant, Guy de, 201 maximizers, 229, 284–85 McKenna, Luke, 217 McKinsey & Company, 72 Meerkat, 265 meetings, 44, 78, 176 Meetup, 168, 243–44 Mehta, Monica, 26 merchandising, internal, 158–60 metrics and measures, 28, 29, 297–99 microwave ovens, 325 middle, 1, 3–4, 7–8, 14–15, 20, 40, 209, 211, 375 volatility of, 1, 4, 6, 8, 12, 14–16, 21, 209 milestones, 25, 27, 31, 40 minimum viable product (MVP), 86, 186, 195, 252 Minshew, Kathryn, 72–73 misalignment, 153–55 mistakes, 324–25, 336 Mitterand, François, 201 Mix, 256 Mizrahi, Isaac, 324 mock-ups, 161–63 momentum, 29 money, raising, 30–31, 102 Monocle, 37 Morin, Dave, 273 motivation, 24 multilingualism, 107–9 Murphy, James, 92 Muse, The, 72, 73 Musk, Elon, 168, 273 Muslims, 302–3 Myspace, 89, 187–88, 349 mystery, 271–73 naivety, 308–9 Narayan, Shantanu, 289 narrative and storytelling, 40–42, 75, 87, 271 building, before product, 255–57 culture and, 134–36 National Day of Unplugging, 328 naysayers, 295 negotiation, 286–87 Negroponte, Nicholas, 107 Nest, 63 Netflix, 83–84, 126 networking, 138–39 networks, 258–61, 283, 284, 320–21 Newsweek, 38 New York Times, 63, 122, 275 Next, 141 99U Conference, 9–10, 26, 138, 167, 181, 197, 220, 221, 360 no, saying, 282–84, 285, 319, 371, 372 Noguchi, Isamu, 141 noise and signal, 320–21 Northwestern Mutual, 66 novelty, and utility, 240–41 NPR, 196 “NYC Deli Problem,” 174 Oates, Joyce Carol, 192 OBECALP, 59–61 obsession, 104–5, 229, 313, 326 Oculus, 350 Odeo, 36 office space, 140–41 openness, 308–9, 350 OpenTable, 79 opinions, 64, 305–7, 317 opportunities, 282–85, 319, 324, 325, 371 optimization, 8, 14–15, 16, 93–338 see also product, optimizing; self, optimizing; team, optimizing Option B: Facing Adversity, Building Resilience, and Finding Joy (Sandberg and Grant), 39 options, managing, 284–85 organizational debt, 178–79 outlasting, 90 outsiders, 88, 105 Page, Larry, 60 Pain, 59 Paperless Post, 239 Paradox of Choice, The: Why More Is Less (Schwartz), 284 parallel processing, 33 parenting, 371, 372 Partpic, 120 passion, empathy and humility before, 248–50 path of least resistance, 85 patience, 78, 80–85, 196 cultural systems for, 81–82, 85 personal pursuit of, 84–85 structural systems for, 83–84, 85 “pebbles” and “boulders,” 182, 268 Pei, I.
Hooked: How to Build Habit-Forming Products by Nir Eyal
Airbnb, AltaVista, Cass Sunstein, choice architecture, cognitive bias, cognitive dissonance, en.wikipedia.org, framing effect, game design, Google Glasses, IKEA effect, Inbox Zero, invention of the telephone, iterative process, Jeff Bezos, Lean Startup, Mahatma Gandhi, Mark Zuckerberg, meta analysis, meta-analysis, Oculus Rift, Paul Buchheit, Paul Graham, Peter Thiel, QWERTY keyboard, Richard Thaler, Silicon Valley, Silicon Valley startup, Snapchat, TaskRabbit, telemarketer, the new new thing, Toyota Production System, Y Combinator
Building a habit-forming product is an iterative process and requires user-behavior analysis and continuous experimentation. How can you implement the concepts in this book to measure your product’s effectiveness in building user habits? Through my studies and discussions with entrepreneurs at today’s most successful habit-forming companies, I’ve distilled this process into what I term Habit Testing. It is a process inspired by the “build, measure, learn” methodology championed by the lean start-up movement. Habit Testing offers insights and actionable data to inform the design of habit-forming products. It helps clarify who your devotees are, what parts (if any) of your product are habit forming, and why those aspects of your product are changing user behavior. Habit Testing does not always require a live product; however, it can be difficult to draw clear conclusions without a comprehensive view of how people are using your system.
Mastering Private Equity by Zeisberger, Claudia,Prahl, Michael,White, Bowen, Michael Prahl, Bowen White
asset allocation, backtesting, barriers to entry, Basel III, business process, buy low sell high, capital controls, carried interest, commoditize, corporate governance, corporate raider, correlation coefficient, creative destruction, discounted cash flows, disintermediation, disruptive innovation, distributed generation, diversification, diversified portfolio, family office, fixed income, high net worth, information asymmetry, intangible asset, Lean Startup, market clearing, passive investing, pattern recognition, performance metric, price mechanism, profit maximization, risk tolerance, risk-adjusted returns, risk/return, shareholder value, Sharpe ratio, Silicon Valley, sovereign wealth fund, statistical arbitrage, time value of money, transaction costs
Finally, the entrepreneur’s declining equity stake following each round of investment shows clearly the impact of dilution when raising external funding.13 Some founders question the merit of giving up substantial amounts of equity in return for venture funding. They often consider an alternative: growing the company organically without external funding by conservatively managing the early stage with their own capital and trying to quickly grow revenue. With the rise of the “lean start-up”14 model (and the availability of low-cost funding sources, i.e., crowd funding), this alternative path has become a realistic option for certain business models.15 What Is a Venture Capitalist? By Brad Feld, Managing Director, Foundry Group One of the biggest mistakes entrepreneurs make is to assume that all VCs are the same. Over and over again I hear questions like “how do I raise venture capital?
Gompers, Paul A. (1995) Optimal Investment, Monitoring and the Staging of Venture Capital, Journal of Finance, 50(5), December, available at SSRN https://ssrn.com/abstract=6971. Kaplan, S.N. and Lerner, J. (2010) It Ain’t Broke: The Past, Present, and Future of Venture Capital, Journal of Applied Corporate Finance, 22: 36–47. Kauffman Foundation (2012) We Have Met the Enemy—and He is Us, http://www.kauffman.org/∼/media/kauffman_org/research%20reports%20and%20covers/2012/05/we_have_met_the_enemy_and_he_is_us.pdf. Reis, E. (2008) The Lean Startup. Wasserman, Naom, Nazeeri, Furqan and Anderson, Kyle (2012) A “Rich-vs.-King” Approach to Term Sheet Negotiations, HBS. For detailed discussion on term sheets please refer to: Feld, Brad, Venture Deals and his related blog http://www.askthevc.com/. Further reading on angel investing, incubators and accelerators: Accelerators vs. Incubators, http://www.techrepublic.com/article/accelerators-vs-incubators-what-startups-need-to-know/.
Intertwingled: Information Changes Everything by Peter Morville
A Pattern Language, Airbnb, Albert Einstein, Arthur Eddington, augmented reality, Bernie Madoff, Black Swan, business process, Cass Sunstein, cognitive dissonance, collective bargaining, disruptive innovation, index card, information retrieval, Internet of things, Isaac Newton, iterative process, Jane Jacobs, John Markoff, Lean Startup, Lyft, minimum viable product, Mother of all demos, Nelson Mandela, Paul Graham, peer-to-peer, RFID, Richard Thaler, ride hailing / ride sharing, Schrödinger's Cat, self-driving car, semantic web, sharing economy, Silicon Valley, Silicon Valley startup, source of truth, Steve Jobs, Stewart Brand, Ted Nelson, The Death and Life of Great American Cities, the scientific method, The Wisdom of Crowds, theory of mind, uber lyft, urban planning, urban sprawl, Vannevar Bush, zero-sum game
viii Systems Thinking for Curious Managers by Russell Ackoff (2010), p.6. ix Thinking in Systems by Donella Meadows (2008), p.14. x Meadows (2008), p.157. xi Meadows (2008), p.5. xii The Death and Life of Great American Cities by Jane Jacobs (1961), p.376. xiii Jacobs (1961), p.376. xiv The Agile Manifesto, http://agilemanifesto.org. xv The Machine That Changed the World by James Womack (1990), p.56. xvi The Lean Startup by Eric Ries (2011). xvii Meadows (2008), p.170. xviii Should Isle Royale Wolves Be Reintroduced by John Vucetich (2012), p.130. xix The Perfect Mile by Neal Bascomb (2005). xx Philosophy of the Buddha by Christopher W. Gowans (2003), p.29. xxi Mindfulness in Plain English by Bhante Gunaratana (2011), p.151. xxii Gunaratana (2011), p.168. xxiii Why Americans are the Weirdest People in the World by Ethan Watters (2013).
We Are the Nerds: The Birth and Tumultuous Life of Reddit, the Internet's Culture Laboratory by Christine Lagorio-Chafkin
4chan, Airbnb, Amazon Web Services, Bernie Sanders, big-box store, bitcoin, blockchain, Brewster Kahle, Burning Man, crowdsourcing, cryptocurrency, David Heinemeier Hansson, Donald Trump, East Village, game design, Golden Gate Park, hiring and firing, Internet Archive, Jacob Appelbaum, Jeff Bezos, jimmy wales, Joi Ito, Justin.tv, Kickstarter, Lean Startup, Lyft, Marc Andreessen, Mark Zuckerberg, medical residency, minimum viable product, natural language processing, Paul Buchheit, Paul Graham, paypal mafia, Peter Thiel, plutocrats, Plutocrats, QR code, recommendation engine, RFID, rolodex, Ruby on Rails, Sam Altman, Sand Hill Road, Saturday Night Live, self-driving car, semantic web, side project, Silicon Valley, Silicon Valley ideology, Silicon Valley startup, slashdot, Snapchat, social web, South of Market, San Francisco, Startup school, Stephen Hawking, Steve Jobs, Steve Wozniak, technoutopianism, uber lyft, web application, WikiLeaks, Y Combinator
He had the front door to 135 Garden Street painted a glaring persimmon orange. That abrasive hue would become YC’s signature color, the color of many cups and plates and the Eames shell chairs in the YC kitchen, and the orange-red that PG often chose for his standard dress of polo shirt. What was left when Graham removed from startup funding all the things he disliked was very close to the concept that was becoming known as “the lean startup.” It entails using existing technologies to iterate fast, initially ignoring certain “best practices” commonly associated with running a functional company, such as scalability, internationalization, and heavy-duty security. He advised the founders, instead of being thorough, to release early versions of their work that were lightweight enough to evolve. Graham later wrote on his blog that “best practices…interfere with the primary function of software in a startup: to be a vehicle for experimenting with its own design.”
They wanted to be inclusive of a variety of individuals’ search strategies, because the way a programmer might look for a code file on his hard drive would be very different from how an artist might find a photograph. In other words, they got caught up in building something sturdy that would scale broadly and smoothly. They never launched a product. Huffman, by contrast, was very good at following the lean-startup doctrine. Stone described Huffman’s practical approach as: “Okay, what’s the most important thing that we can do right now?” Huffman wrote to-do lists, from which he’d methodically start at the top, most important item, and work his way down. Other lists were titled “where do I spend time?” and “what is the problem I’m trying to solve?” By the middle of the summer, Graham had added a new catchphrase to his litany of advice.
Little Bets: How Breakthrough Ideas Emerge From Small Discoveries by Peter Sims
Amazon Web Services, Black Swan, Clayton Christensen, complexity theory, David Heinemeier Hansson, deliberate practice, discovery of penicillin, endowment effect, fear of failure, Frank Gehry, Guggenheim Bilbao, Jeff Bezos, knowledge economy, lateral thinking, Lean Startup, longitudinal study, loss aversion, meta analysis, meta-analysis, PageRank, Richard Florida, Richard Thaler, Ruby on Rails, Silicon Valley, statistical model, Steve Ballmer, Steve Jobs, Steve Wozniak, theory of mind, Toyota Production System, urban planning, Wall-E
“The New New Product Development Game” by Hirotaka Takeuchi and Ikujiro Nonaka, Harvard Business Review, January–February 2006. “Manifesto for Agile Software Development” can be found at: http://agilemanifesto.org/. Agile methods are not yet mainstream. Companies like Salesforce.com have had successful migrations, while other software companies struggle to implement them. Small teams are critical, as is training and experience with the methods of which there are many variations, including Scrum, Ruby on Rails, Lean Startup, Customer Development Model, and so on. In general, Silicon Valley Internet entrepreneurs use agile methods because they can, and often must given their constraints. Creativity research on problem finding versus problem solving: Interview with Dr. R. Keith Sawyer, Washington University. The Creative Vision: A Longitudinal Study of Problem Finding in Art, by J. W. Getzels and M. Csikszentmihalyi, Wiley (1976).
The Purpose Economy: How Your Desire for Impact, Personal Growth and Community Is Changing the World by Aaron Hurst
Airbnb, Atul Gawande, barriers to entry, big-box store, business process, call centre, carbon footprint, citizen journalism, commoditize, corporate social responsibility, crowdsourcing, disintermediation, Elon Musk, Firefox, glass ceiling, greed is good, housing crisis, informal economy, Jane Jacobs, jimmy wales, Khan Academy, Kickstarter, Lean Startup, longitudinal study, means of production, Mitch Kapor, new economy, pattern recognition, Peter Singer: altruism, Peter Thiel, QR code, Ray Oldenburg, remote working, Ronald Reagan, selection bias, sharing economy, Silicon Valley, Silicon Valley startup, Steve Jobs, TaskRabbit, Tony Hsieh, too big to fail, underbanked, women in the workforce, young professional, Zipcar
As current and future leaders, we have the opportunity to improve the lives of billions of people. The Purpose Economy 2.0 In the early spring of 2013, I sat down and drafted The Purpose Economy. I shared my insights and stories from the front lines to help inspire and enable everyone to embrace, build, and own the new economy. The book was set to be published in September of the same year, but after a 15-minute conversation with Eric Ries, author of The Lean Startup, we switched gears and decided to treat the manuscript as a beta version and not as the finished book. We printed 2,000 copies and sent them to pioneers and thought leaders in the new economy. We asked them to contribute their ideas and observations about the Purpose Economy, the book, and the concept. We asked them to share their Post-it notes. I wrote the book you are now reading, but in many ways it was co-authored by the numerous people who shared their stories and ideas.
Makers by Chris Anderson
3D printing, Airbnb, Any sufficiently advanced technology is indistinguishable from magic, Apple II, autonomous vehicles, barriers to entry, Buckminster Fuller, Build a better mousetrap, business process, commoditize, Computer Numeric Control, crowdsourcing, dark matter, David Ricardo: comparative advantage, death of newspapers, dematerialisation, Elon Musk, factory automation, Firefox, future of work, global supply chain, global village, IKEA effect, industrial robot, interchangeable parts, Internet of things, inventory management, James Hargreaves, James Watt: steam engine, Jeff Bezos, job automation, Joseph Schumpeter, Kickstarter, Lean Startup, manufacturing employment, Mark Zuckerberg, means of production, Menlo Park, Network effects, private space industry, profit maximization, QR code, race to the bottom, Richard Feynman, Ronald Coase, Rubik’s Cube, self-driving car, side project, Silicon Valley, Silicon Valley startup, Skype, slashdot, South of Market, San Francisco, spinning jenny, Startup school, stem cell, Steve Jobs, Steve Wozniak, Steven Levy, Stewart Brand, supply-chain management, The Nature of the Firm, The Wealth of Nations by Adam Smith, transaction costs, trickle-down economics, Whole Earth Catalog, X Prize, Y Combinator
Somebody else runs these factories; we just access them when we need them, much as we can access the huge server farms of Google or Apple to store our photos or process our e-mail. The academic way to put this is that global supply chains have become “scale-free,” able to serve the small as well as the large, the garage inventor and Samsung. The non-academic way to say it is this: nothing is stopping you from making anything. The people now control the means of production. Or, as The Lean Startup author Eric Reis puts it, Marx got it wrong: “It’s not about ownership of the means of production, anymore. It’s about rentership of the means of production.” Such open supply chains are the mirror of Web publishing and e-commerce a decade ago. The Web, from Amazon to eBay, revealed a Long Tail of demand for niche physical goods; now the democratized tools of production are enabling a Long Tail of supply, too.
The Year Without Pants: Wordpress.com and the Future of Work by Scott Berkun
barriers to entry, blue-collar work, Broken windows theory, en.wikipedia.org, Firefox, future of work, Google Hangouts, Jane Jacobs, job satisfaction, Lean Startup, lone genius, Mark Zuckerberg, minimum viable product, post-work, remote working, Results Only Work Environment, Richard Stallman, Seaside, Florida, side project, Silicon Valley, six sigma, Skype, stealth mode startup, Steve Jobs, The Death and Life of Great American Cities, the map is not the territory, Tony Hsieh, trade route, zero-sum game
—Chris Guillebeau, author, New York Times bestseller The $100 Startup “You'll be surprised, shocked, delighted, thrilled, and inspired by how WordPress.com gets work done. I was!” —Joe Belfiore, corporate vice president, Microsoft “Most talk of the future of work is just speculation, but Berkun has actually worked there. The Year Without Pants is a brilliant, honest, and funny insider's story of life at a great company.” —Eric Ries, author, New York Times bestseller The Lean Startup “WordPress.com has discovered a better way to work, and The Year Without Pants allows the reader to learn from the organization's fun and entertaining story.” —Tony Hsieh, author, New York Times bestseller Delivering Happiness, and CEO, Zappos.com, Inc. “The Year Without Pants is a highly unusual business book, full of ideas and lessons for a business of any size, but a truly insightful and entertaining read as well.
Smartcuts: How Hackers, Innovators, and Icons Accelerate Success by Shane Snow
3D printing, Airbnb, Albert Einstein, attribution theory, augmented reality, barriers to entry, conceptual framework, correlation does not imply causation, David Heinemeier Hansson, deliberate practice, disruptive innovation, Elon Musk, Fellow of the Royal Society, Filter Bubble, Google X / Alphabet X, hive mind, index card, index fund, Isaac Newton, job satisfaction, Khan Academy, Kickstarter, lateral thinking, Law of Accelerating Returns, Lean Startup, Mahatma Gandhi, meta analysis, meta-analysis, pattern recognition, Peter Thiel, popular electronics, Ray Kurzweil, Richard Florida, Ronald Reagan, Ruby on Rails, Saturday Night Live, self-driving car, side project, Silicon Valley, Steve Jobs, superconnector
SOME OF THE IDEAS in this book are subversive. I’m not being contrarian for the sake of it; I’m hoping to spark lateral thinking when it comes to success, indeed to show that lateral thinking is how the most successful people have always made it. In the following chapters, I’ll explain why kids shouldn’t be taught multiplication tables, where the fashionable “fail fast and fail often” mantra of the Lean Startup movement breaks down, and how momentum—not experience—is the single biggest predictor of business and personal success. I’ll debunk our common myths about mentorship and paying dues. And I’ll show why, paradoxically, it’s easier to build a huge business than a small one. Good fortune and talent are both ingredients of success, but like any recipe, they can be substituted with clever alternatives.
A World of Three Zeros: The New Economics of Zero Poverty, Zero Unemployment, and Zero Carbon Emissions by Muhammad Yunus
active measures, Bernie Sanders, Capital in the Twenty-First Century by Thomas Piketty, clean water, conceptual framework, crony capitalism, distributed generation, Donald Trump, financial independence, fixed income, full employment, high net worth, income inequality, Indoor air pollution, Internet of things, invisible hand, Jeff Bezos, job automation, Lean Startup, Mark Zuckerberg, megacity, microcredit, new economy, Occupy movement, profit maximization, Silicon Valley, the market place, The Wealth of Nations by Adam Smith, too big to fail, unbanked and underbanked, underbanked, urban sprawl, young professional
The organization is led by a global team of young professionals from eight countries and from many different walks of life—graduate students and consultants, journalists and graphic designers, including people who have worked for Google, McKinsey & Company, and Grameen Bank, along with Rhodes and Fulbright scholars, engineers, and poets. Their chief mission is to identify, recruit, and incubate some of the next generation of social business leaders. Young people who are selected to become Y&Y fellows are guided through a unique curriculum that teaches them lean startup principles that help them build successful social businesses that are sustainable and strategically sound. Over a six-month period, Y&Y fellows attend biweekly webinars given by business experts, connect with a global network of change-makers and professional mentors, and receive relevant content and personalized support from the Y&Y team. Fellows are also matched with professional mentors—successful entrepreneurs and business professionals ready to lend their expertise to help the fellows maximize the growth potential of their social businesses.
Uncanny Valley: A Memoir by Anna Wiener
autonomous vehicles, back-to-the-land, basic income, blockchain, Burning Man, call centre, charter city, cloud computing, cognitive bias, cognitive dissonance, commoditize, crowdsourcing, cryptocurrency, Extropian, future of work, Golden Gate Park, housing crisis, Jane Jacobs, job automation, knowledge worker, Lean Startup, means of production, medical residency, new economy, New Urbanism, passive income, pull request, rent control, ride hailing / ride sharing, Sand Hill Road, self-driving car, sharing economy, side project, Silicon Valley, Silicon Valley startup, social web, South of Market, San Francisco, special economic zone, technoutopianism, telepresence, telepresence robot, union organizing, universal basic income, unpaid internship, urban planning, urban renewal, women in the workforce, Y2K, young professional
I asked where the first blank-slate city would be, expecting him to say somewhere in California—outside of Sacramento, maybe, somewhere within commuting distance that would release some of the pressure from San Francisco. Central America, he said. Maybe El Salvador. “Somewhere with people who want to work hard, and don’t want to have to deal with crime,” he explained. I stared, with great interest, at the bottom of my beer bottle. “The idea is to follow lean-startup methodology. The city will start small, like an early startup that has to cater to the first hundred users, rather than the first million.” I asked how he planned to scale up, and regretted it as soon as he gave me the answer: shipping containers. To live in? I asked. What about community? People didn’t come from nowhere. What about the local economy? I was starting to get mad. I was starting to show my cards.
Technical Blogging: Turn Your Expertise Into a Remarkable Online Presence by Antonio Cangiano
23andMe, Albert Einstein, anti-pattern, bitcoin, bounce rate, cloud computing, en.wikipedia.org, John Gruber, Kickstarter, Lean Startup, Network effects, revision control, Ruby on Rails, search engine result page, slashdot, software as a service, web application
Getting Political About Blogging Some technical bloggers take a political approach to their blogging. They blog because they feel so strongly about their ideas that they want to convince others to believe in the same principles, with the ultimate goal of improving the field they work in. Steve Yegge is one example of such a blogger (http://steve-yegge.blogspot.com). You’ll find other examples if you search for blogs dedicated to methodologies, such as Agile development or Lean startups. Communication and well-defined ideas are at the heart of most professions. So if you are a programmer, blogging really stands to make you a better programmer. If you are a CEO, blogging can make you a better businessperson. Focus your writing on what you want to improve upon and not just on what you know best. Finally, blogging can be a useful way to remember things you learned but have since forgotten, help you look up snippets of code from the past, and/or share technical information with a small group of friends or colleagues. 12.2 Advance Your Career Blogging can advance your career in multiple ways.
Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies by Reid Hoffman, Chris Yeh
activist fund / activist shareholder / activist investor, Airbnb, Amazon Web Services, autonomous vehicles, bitcoin, blockchain, Bob Noyce, business intelligence, Chuck Templeton: OpenTable:, cloud computing, crowdsourcing, cryptocurrency, Daniel Kahneman / Amos Tversky, database schema, discounted cash flows, Elon Musk, Firefox, forensic accounting, George Gilder, global pandemic, Google Hangouts, Google X / Alphabet X, hydraulic fracturing, Hyperloop, inventory management, Isaac Newton, Jeff Bezos, Joi Ito, Khan Academy, late fees, Lean Startup, Lyft, M-Pesa, Marc Andreessen, margin call, Mark Zuckerberg, minimum viable product, move fast and break things, move fast and break things, Network effects, Oculus Rift, oil shale / tar sands, Paul Buchheit, Paul Graham, Peter Thiel, pre–internet, recommendation engine, ride hailing / ride sharing, Sam Altman, Sand Hill Road, Saturday Night Live, self-driving car, shareholder value, sharing economy, Silicon Valley, Silicon Valley startup, Skype, smart grid, social graph, software as a service, software is eating the world, speech recognition, stem cell, Steve Jobs, subscription business, Tesla Model S, thinkpad, transaction costs, transport as a service, Travis Kalanick, Uber for X, uber lyft, web application, winner-take-all economy, Y Combinator, yellow journalism
In many cases, this can be a disruptive technological innovation, but it can also be a change in the law or financial regulations, the rise of a new group of customers, or any other major shift. For example, Charles Schwab was able to build his eponymous financial empire by leveraging the deregulation of brokerage commissions to launch a discount brokerage. Frequently, you won’t be able to fully validate product/market fit before you commit to building a company. But you should try. As authors and entrepreneurs, we’re huge fans of Eric Ries and his lean start-up methodology. It is an excellent process for systematically tackling risk. But the fact is that most start-ups don’t follow that process; instead, their chosen experiment is “Do we succeed or run out of money?” The best way for a small, resource-strapped team to assess potential strategies is to leverage what we dubbed “network intelligence” in our previous book, The Alliance. Even a small group of founders is likely to have a huge collective personal network of smart people with relevant knowledge or experience.
Simple Rules: How to Thrive in a Complex World by Donald Sull, Kathleen M. Eisenhardt
Affordable Care Act / Obamacare, Airbnb, asset allocation, Atul Gawande, barriers to entry, Basel III, Berlin Wall, carbon footprint, Checklist Manifesto, complexity theory, Craig Reynolds: boids flock, Credit Default Swap, Daniel Kahneman / Amos Tversky, diversification, drone strike, en.wikipedia.org, European colonialism, Exxon Valdez, facts on the ground, Fall of the Berlin Wall, haute cuisine, invention of the printing press, Isaac Newton, Kickstarter, late fees, Lean Startup, Louis Pasteur, Lyft, Moneyball by Michael Lewis explains big data, Nate Silver, Network effects, obamacare, Paul Graham, performance metric, price anchoring, RAND corporation, risk/return, Saturday Night Live, sharing economy, Silicon Valley, Startup school, statistical model, Steve Jobs, TaskRabbit, The Signal and the Noise by Nate Silver, transportation-network company, two-sided market, Wall-E, web application, Y Combinator, Zipcar
Annie Case diligently researched simple rules for crowdfunding at Indiegogo and Kickstarter, while Lauryn Isford and Florence Koskas clarified how simple rules work in shared-economy companies. Luke Pappas provided revealing baseball insights. Although their material did not make the final version of the book, Kathy appreciates the terrific efforts of Andrea Sy on Wikipedia and Michael Heinrich on the Lean Startup. Their work will shine somewhere—soon. Finally, successive cohorts of master’s students in Kathy’s course, Strategy in Technology-based Companies (MS&E 270), challenged and immeasurably sharpened the conceptual foundation of simple rules. For Kathy, the book could not have happened without the help of family members, friends, and colleagues. She appreciates the insights of Jim Colton (golf), Bob Eberhart (poker), Ruth Satterthwaite and Lois Lin (music), Athene Eisenhardt (gardening and firefighting), and Eric Eisenhardt (fish and killer whales).
The Middleman Economy: How Brokers, Agents, Dealers, and Everyday Matchmakers Create Value and Profit by Marina Krakovsky
Affordable Care Act / Obamacare, Airbnb, Al Roth, Ben Horowitz, Black Swan, buy low sell high, Chuck Templeton: OpenTable:, Credit Default Swap, cross-subsidies, crowdsourcing, disintermediation, diversified portfolio, experimental economics, George Akerlof, Goldman Sachs: Vampire Squid, income inequality, index fund, information asymmetry, Jean Tirole, Joan Didion, Kenneth Arrow, Lean Startup, Lyft, Marc Andreessen, Mark Zuckerberg, market microstructure, Martin Wolf, McMansion, Menlo Park, Metcalfe’s law, moral hazard, multi-sided market, Network effects, patent troll, Paul Graham, Peter Thiel, pez dispenser, ride hailing / ride sharing, Robert Metcalfe, Sand Hill Road, sharing economy, Silicon Valley, social graph, supply-chain management, TaskRabbit, The Market for Lemons, too big to fail, trade route, transaction costs, two-sided market, Uber for X, uber lyft, ultimatum game, Y Combinator
His stake in the company is now valued at tens of millions of dollars; perhaps most important, his association with Dropbox also burnished Nozad’s name as someone whom investors and entrepreneurs should take seriously, enabling him to go from angel investor to founding partner in his own VC firm, Pejman Mar Ventures, thus formalizing his middleman role between young entrepreneurs and people with funds to invest. Pejman Mar Ventures is currently housed in an airy loft in downtown Palo Alto, just a few blocks from the Medallion Rug Gallery, where Nozad began building his network. The decor inside—spare, hip, and modern, with no Persian rug in sight—perfectly matches the youthful “lean start-up” set to which the firm caters. In some ways, of course, Pejman Mar is just like any venture capital firm, pooling money from investors, called limited partners, and divvying it up among the start-up companies in its portfolio. When a portfolio company does well, going public or getting acquired for a large sum, the venture firm and its LPs share in the profits. If a start-up flops—as even the most promising ones often do—everybody loses his or her share of the investment.
Live Work Work Work Die: A Journey Into the Savage Heart of Silicon Valley by Corey Pein
23andMe, 4chan, affirmative action, Affordable Care Act / Obamacare, Airbnb, Amazon Mechanical Turk, Anne Wojcicki, artificial general intelligence, bank run, barriers to entry, Benevolent Dictator For Life (BDFL), Bernie Sanders, bitcoin, Build a better mousetrap, California gold rush, cashless society, colonial rule, computer age, cryptocurrency, data is the new oil, disruptive innovation, Donald Trump, Douglas Hofstadter, Elon Musk, Extropian, gig economy, Google bus, Google Glasses, Google X / Alphabet X, hacker house, hive mind, illegal immigration, immigration reform, Internet of things, invisible hand, Isaac Newton, Jeff Bezos, job automation, Kevin Kelly, Khan Academy, Law of Accelerating Returns, Lean Startup, life extension, Lyft, Mahatma Gandhi, Marc Andreessen, Mark Zuckerberg, Menlo Park, minimum viable product, move fast and break things, move fast and break things, mutually assured destruction, obamacare, passive income, patent troll, Paul Graham, peer-to-peer lending, Peter H. Diamandis: Planetary Resources, Peter Thiel, platform as a service, plutocrats, Plutocrats, Ponzi scheme, post-work, Ray Kurzweil, regulatory arbitrage, rent control, RFID, Robert Mercer, rolodex, Ronald Reagan, Ross Ulbricht, Ruby on Rails, Sam Altman, Sand Hill Road, Scientific racism, self-driving car, sharing economy, side project, Silicon Valley, Silicon Valley startup, Singularitarianism, Skype, Snapchat, social software, software as a service, source of truth, South of Market, San Francisco, Startup school, stealth mode startup, Steve Jobs, Steve Wozniak, TaskRabbit, technological singularity, technoutopianism, telepresence, too big to fail, Travis Kalanick, tulip mania, Uber for X, uber lyft, ubercab, upwardly mobile, Vernor Vinge, X Prize, Y Combinator
He said he had previously cofounded “a company for value added services for the mobile industry,” whatever that meant, only to fall in with “a bad person” who suckered him into some fraudulent scheme. “That evil person stole 3 million dollars from me, that I earned during my whole lifetime,” Aron wrote. After the sob story, he got back to business. What is the budget that you think that is appropriate for this lean startup, bearing in mind that the professional force will be rewarded mostly with options/stocks in the company? Aha! Here was a sign that Aron had some real experience running a tech company: He didn’t want to pay his workers. I knew that greedy people were the easiest to scam. I wondered how Aron had lost $3 million. I wanted to hear the “evil” person’s side of the story. I did a little more digging and found Aron’s name attached to a curious website.
Disrupted: My Misadventure in the Start-Up Bubble by Dan Lyons
activist fund / activist shareholder / activist investor, Airbnb, Ben Horowitz, Bernie Madoff, bitcoin, call centre, cleantech, cloud computing, corporate governance, disruptive innovation, dumpster diving, fear of failure, Filter Bubble, Golden Gate Park, Google Glasses, Googley, Gordon Gekko, hiring and firing, Jeff Bezos, Lean Startup, Lyft, Marc Andreessen, Mark Zuckerberg, Menlo Park, minimum viable product, new economy, Paul Graham, pre–internet, quantitative easing, ride hailing / ride sharing, Rosa Parks, Sand Hill Road, sharing economy, Silicon Valley, Silicon Valley ideology, Silicon Valley startup, Skype, Snapchat, software as a service, South of Market, San Francisco, Stanford prison experiment, Steve Ballmer, Steve Jobs, Steve Wozniak, telemarketer, tulip mania, uber lyft, Y Combinator, éminence grise
The Netscape IPO set off the dotcom frenzy. In Silicon Valley it was as if someone had flipped a switch. Suddenly there was a new business model: Grow fast, lose money, go public. That model persists today. It’s a simple racket. Venture capitalists pump millions of dollars into a company. The company spends some of that money coding up a “minimum viable product,” or MVP, a term coined by Eric Ries, author of The Lean Startup, which has become a bible for new tech companies, and then pumps enormous sums into acquiring customers—by hiring sales reps, marketers, and public relations people who can get publicity, put on flashy conferences, and generate hype—brand and buzz, as HubSpot calls it. The losses pile up, but the revenue number rises. Basically the company is buying one-dollar bills and selling them for seventy-five cents, but it doesn’t matter, because mom-and-pop investors are only looking at the revenue growth rate.
Peers Inc: How People and Platforms Are Inventing the Collaborative Economy and Reinventing Capitalism by Robin Chase
Airbnb, Amazon Web Services, Andy Kessler, banking crisis, barriers to entry, basic income, Benevolent Dictator For Life (BDFL), bitcoin, blockchain, Burning Man, business climate, call centre, car-free, cloud computing, collaborative consumption, collaborative economy, collective bargaining, commoditize, congestion charging, creative destruction, crowdsourcing, cryptocurrency, decarbonisation, different worldview, do-ocracy, don't be evil, Elon Musk, en.wikipedia.org, Ethereum, ethereum blockchain, Ferguson, Missouri, Firefox, frictionless, Gini coefficient, hive mind, income inequality, index fund, informal economy, Intergovernmental Panel on Climate Change (IPCC), Internet of things, Jane Jacobs, Jeff Bezos, jimmy wales, job satisfaction, Kickstarter, Lean Startup, Lyft, means of production, megacity, Minecraft, minimum viable product, Network effects, new economy, Oculus Rift, openstreetmap, optical character recognition, pattern recognition, peer-to-peer, peer-to-peer lending, peer-to-peer model, Richard Stallman, ride hailing / ride sharing, Ronald Coase, Ronald Reagan, Satoshi Nakamoto, Search for Extraterrestrial Intelligence, self-driving car, shareholder value, sharing economy, Silicon Valley, six sigma, Skype, smart cities, smart grid, Snapchat, sovereign wealth fund, Steve Crocker, Steve Jobs, Steven Levy, TaskRabbit, The Death and Life of Great American Cities, The Future of Employment, The Nature of the Firm, transaction costs, Turing test, turn-by-turn navigation, Uber and Lyft, uber lyft, Zipcar
Breaking the disheartening news to investors over several months and crafting the final email were hard and unpleasant tasks. In the ensuing five years, I’ve felt validated. Despite dozens of earnest ridesharing start-up attempts in the United States, none have succeeded (although I believe in time, demand will come around in the United States). The moral? If there isn’t demand for what you are creating, nothing I have to say in this chapter will help. Steve Blank, a serial entrepreneur who began the Lean Startup movement, captured our experience succinctly in a blog post titled “No Plan Survives First Contact with Customers.”3 GoLoco’s stumbling effort, with its back-and-forth interplay between founder vision and real-world experience, accurately depicts the importance of the “kernel,” the first phase of experimentation. The Linux software information page provides a definition: “The kernel is a program that constitutes the central core of a computer operating system.
Bold: How to Go Big, Create Wealth and Impact the World by Peter H. Diamandis, Steven Kotler
3D printing, additive manufacturing, Airbnb, Amazon Mechanical Turk, Amazon Web Services, augmented reality, autonomous vehicles, Charles Lindbergh, cloud computing, creative destruction, crowdsourcing, Daniel Kahneman / Amos Tversky, dematerialisation, deskilling, disruptive innovation, Elon Musk, en.wikipedia.org, Exxon Valdez, fear of failure, Firefox, Galaxy Zoo, Google Glasses, Google Hangouts, gravity well, ImageNet competition, industrial robot, Internet of things, Jeff Bezos, John Harrison: Longitude, John Markoff, Jono Bacon, Just-in-time delivery, Kickstarter, Kodak vs Instagram, Law of Accelerating Returns, Lean Startup, life extension, loss aversion, Louis Pasteur, low earth orbit, Mahatma Gandhi, Marc Andreessen, Mark Zuckerberg, Mars Rover, meta analysis, meta-analysis, microbiome, minimum viable product, move fast and break things, Narrative Science, Netflix Prize, Network effects, Oculus Rift, optical character recognition, packet switching, PageRank, pattern recognition, performance metric, Peter H. Diamandis: Planetary Resources, Peter Thiel, pre–internet, Ray Kurzweil, recommendation engine, Richard Feynman, ride hailing / ride sharing, risk tolerance, rolodex, self-driving car, sentiment analysis, shareholder value, Silicon Valley, Silicon Valley startup, skunkworks, Skype, smart grid, stem cell, Stephen Hawking, Steve Jobs, Steven Levy, Stewart Brand, superconnector, technoutopianism, telepresence, telepresence robot, Turing test, urban renewal, web application, X Prize, Y Combinator, zero-sum game
Today the shift from “I’ve got a neat idea” to “I run a billion-dollar company” is occurring faster than ever. This is possible, in part, because the structure of exponential organizations is very different. Rather than utilize armies of employees or large physical plants, twenty-first-century start-ups are smaller organizations focused on information technologies, dematerializing the once physical and creating new products and revenue streams in months, sometimes weeks. As a result, these lean start-ups are the small furry mammals competing with the large dinosaurs—meaning they’re one asteroid strike away from world dominance. Exponential technology is that asteroid. In times of dramatic change, the large and slow cannot compete with the small and nimble. But being small and nimble requires a whole lot more than just understanding the Six Ds of exponentials and their expanding scale of impact.
How to Turn Down a Billion Dollars: The Snapchat Story by Billy Gallagher
Airbnb, Albert Einstein, Amazon Web Services, Apple's 1984 Super Bowl advert, augmented reality, Bernie Sanders, Black Swan, citizen journalism, Clayton Christensen, computer vision, disruptive innovation, Donald Trump, El Camino Real, Elon Musk, Frank Gehry, Google Glasses, Hyperloop, information asymmetry, Jeff Bezos, Justin.tv, Lean Startup, Long Term Capital Management, Mark Zuckerberg, Menlo Park, minimum viable product, Nelson Mandela, Oculus Rift, paypal mafia, Peter Thiel, QR code, Sand Hill Road, Saturday Night Live, side project, Silicon Valley, Silicon Valley startup, Snapchat, social graph, sorting algorithm, speech recognition, stealth mode startup, Steve Jobs, too big to fail, Y Combinator, young professional
Those Guys Have All the Fun: Inside the World of ESPN. New York: Little, Brown and Company, 2011. ________. Live From New York: The Complete, Uncensored History of Saturday Night Live as Told by Its Stars, Writers, and Guests. New York: Little, Brown and Company, 2016. Moritz. Michael. Return to the Little Kingdom: How Apple and Steve Jobs Changed the World. New York: Overlook Press, 2009. Reis, Eric. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York: Crown Business, 2011. Roose, Kevin. Young Money: Inside the Hidden World of Wall Street’s Post-Crash Recruits. New York: Grand Central Publishing, 2014. Rose, Todd. The End of Average: How We Succeed in a World That Values Sameness. New York: HarperOne, 2016. Schlender, Brent, and Rick Tetzeli.
Secrets of Sand Hill Road: Venture Capital and How to Get It by Scott Kupor
activist fund / activist shareholder / activist investor, Airbnb, Amazon Web Services, asset allocation, barriers to entry, Ben Horowitz, carried interest, cloud computing, corporate governance, cryptocurrency, discounted cash flows, diversification, diversified portfolio, estate planning, family office, fixed income, high net worth, index fund, information asymmetry, Lean Startup, low cost airline, Lyft, Marc Andreessen, Myron Scholes, Network effects, Paul Graham, pets.com, price stability, ride hailing / ride sharing, rolodex, Sand Hill Road, shareholder value, Silicon Valley, software as a service, sovereign wealth fund, Startup school, Travis Kalanick, uber lyft, VA Linux, Y Combinator, zero-sum game
Finally, Secrets of Sand Hill Road is for all the entrepreneurs who might not see themselves as a part of Silicon Valley—everyone who might not be considering trying to start a company based on their crazy concept, but really should be thinking about it. Given the chance, any one of those ideas could well become a reality that changes the way we live, and those are ideas we need to support. I believe Scott’s book is destined to change the equation when it comes to who gets funded. It’s leading us into a fairer, more robust future, and I can’t think of a wiser person to take us there. Eric Ries, author of The Lean Startup and The Startup Way Introduction I am writing this book from my office on Sand Hill Road, the hallowed Silicon Valley street that holds as much promise for entrepreneurs as Hollywood Boulevard does for actors, Wall Street does for investment bankers, and Music Row does for country music artists. And, as with most of the storied streets, it’s not much to write home about—Sand Hill Road is a drab collection of modest, low-rise office buildings, upstaged by its much more famous neighbor, Stanford University.
European Founders at Work by Pedro Gairifo Santos
business intelligence, cloud computing, crowdsourcing, fear of failure, full text search, information retrieval, inventory management, iterative process, Jeff Bezos, Joi Ito, Lean Startup, Mark Zuckerberg, natural language processing, pattern recognition, pre–internet, recommendation engine, Richard Stallman, Silicon Valley, Skype, slashdot, Steve Jobs, Steve Wozniak, subscription business, technology bubble, web application, Y Combinator
Hinrichs: Absolutely, but it has changed for more than one reason. I think the mentality changed a bit in Europe. More people do like creating their own company. We have now eight, nine years of good funding opportunities, probably more like eight. We're going to see [if] the financial crisis we have currently has an impact on entrepreneurship or not, or on financing or not. Then it changed that you can actually start with a lean start-up. There is no need to buy big expensive hardware or software like databases. Everything that you need today is free or close to free. In the end, you only need the manpower. To get the best people, you have to attract them with more than money. I think starting, co-starting, or helping entrepreneur software developers to start their companies, I would say that this is really a challenging, new approach.
The Boy Who Could Change the World: The Writings of Aaron Swartz by Aaron Swartz, Lawrence Lessig
affirmative action, Alfred Russel Wallace, American Legislative Exchange Council, Benjamin Mako Hill, bitcoin, Bonfire of the Vanities, Brewster Kahle, Cass Sunstein, deliberate practice, Donald Knuth, Donald Trump, failed state, fear of failure, Firefox, full employment, Howard Zinn, index card, invisible hand, Joan Didion, John Gruber, Lean Startup, More Guns, Less Crime, peer-to-peer, post scarcity, Richard Feynman, Richard Stallman, Ronald Reagan, school vouchers, semantic web, single-payer health, SpamAssassin, SPARQL, telemarketer, The Bell Curve by Richard Herrnstein and Charles Murray, the scientific method, Toyota Production System, unbiased observer, wage slave, Washington Consensus, web application, WikiLeaks, working poor, zero-sum game
Rick Perry and his Eggheads by Sasha Issenberg Sasha Issenberg is a miracle worker. This book (really an excerpt from his forthcoming book) is so very, very good that it just blows me away. Issenberg tells the tale of everything I’ve been trying to say to everyone in politics, but he does it in a real-life three-act morality play that’s so good it could be a model on how to tell a story. The Lean Startup by Eric Ries Ries presents a translation of the Toyota Production System to start-ups—and it’s so clearly the right way to run a start-up that it’s hard to imagine how we got along before it. Unfortunately, the book has become so trendy that I find many people claiming to swear allegiance to it who clearly missed the point entirely. Read it with an open mind and let it challenge you, so you can start to understand how transformative it really is.
The Idealist: Aaron Swartz and the Rise of Free Culture on the Internet by Justin Peters
4chan, activist lawyer, Any sufficiently advanced technology is indistinguishable from magic, Bayesian statistics, Brewster Kahle, buy low sell high, crowdsourcing, disintermediation, don't be evil, global village, Hacker Ethic, hypertext link, index card, informal economy, information retrieval, Internet Archive, invention of movable type, invention of writing, Isaac Newton, John Markoff, Joi Ito, Lean Startup, moral panic, Paul Buchheit, Paul Graham, profit motive, RAND corporation, Republic of Letters, Richard Stallman, selection bias, semantic web, Silicon Valley, social web, Steve Jobs, Steven Levy, Stewart Brand, strikebreaker, Vannevar Bush, Whole Earth Catalog, Y Combinator
91 You mess with the bull, you get the horns. 9 THE WEB IS YOURS At the beginning of every year, Aaron Swartz would post to his blog an annotated list of the books he had read over the previous twelve months.1 His list for 2011 included seventy books, twelve of which he identified as “so great my heart leaps at the chance to tell you about them even now.”2 The list illustrated the depth and breadth of Swartz’s interests. There was CODE: The Hidden Language of Computer Hardware and Software, by Charles Petzold (“I never really felt like I understood the computer until I read this book”); The Lean Startup, by Eric Ries (“Read it with an open mind and let it challenge you, so you can start to understand how transformative it really is”); The Pale King, an unfinished posthumous novel by David Foster Wallace, Swartz’s favorite fiction writer (“Probably less unfinished than it feels”). The list also included Franz Kafka’s The Trial, about a man caught in the cogs of a vast judicial bureaucracy, facing charges and a system that defied logical explanation.
Smarter Faster Better: The Secrets of Being Productive in Life and Business by Charles Duhigg
Air France Flight 447, Asperger Syndrome, Atul Gawande, Black Swan, cognitive dissonance, Daniel Kahneman / Amos Tversky, David Brooks, digital map, epigenetics, Erik Brynjolfsson, framing effect, hiring and firing, index card, John von Neumann, knowledge worker, Lean Startup, Malcom McLean invented shipping containers, meta analysis, meta-analysis, new economy, Saturday Night Live, Silicon Valley, Silicon Valley startup, statistical model, Steve Jobs, the scientific method, theory of mind, Toyota Production System, William Langewiesche, Yom Kippur War
rolled out Sentinel In response to a fact-checking email, a spokeswoman for the FBI detailed Sentinel this way: “Sentinel is a tool that manages records; it documents case activities and investigations, the information we own and produce. Sentinel provides a piece of the puzzle. It documents the FBI’s work products and is used in conjunction with information we collect or access through other partnerships in order to further data.” “agile programming” The words “lean” and “agile” have come to mean different things in different settings. There is, for example, lean product development, lean start-ups, agile management, and agile construction. Some of these definitions or methodologies are very specific. In this chapter, I generally use the phrases in their most global sense. However, for more detailed explanations of the various implementations of these philosophies, I recommend Rachna Shah and Peter T. Ward, “Lean Manufacturing: Context, Practice Bundles, and Performance,” Journal of Operations Management 21, no. 2 (2003): 129–49; Jeffrey K.
That Used to Be Us by Thomas L. Friedman, Michael Mandelbaum
addicted to oil, Affordable Care Act / Obamacare, Albert Einstein, Amazon Web Services, American Society of Civil Engineers: Report Card, Andy Kessler, Ayatollah Khomeini, bank run, barriers to entry, Berlin Wall, blue-collar work, Bretton Woods, business process, call centre, carbon footprint, Carmen Reinhart, Cass Sunstein, centre right, Climatic Research Unit, cloud computing, collective bargaining, corporate social responsibility, creative destruction, Credit Default Swap, crowdsourcing, delayed gratification, energy security, Fall of the Berlin Wall, fear of failure, full employment, Google Earth, illegal immigration, immigration reform, income inequality, Intergovernmental Panel on Climate Change (IPCC), job automation, Kenneth Rogoff, knowledge economy, Lean Startup, low skilled workers, Mark Zuckerberg, market design, mass immigration, more computing power than Apollo, Network effects, obamacare, oil shock, pension reform, Report Card for America’s Infrastructure, rising living standards, Ronald Reagan, Rosa Parks, Saturday Night Live, shareholder value, Silicon Valley, Silicon Valley startup, Skype, Steve Jobs, the scientific method, Thomas L Friedman, too big to fail, University of East Anglia, WikiLeaks
Burkhardt, Perez, and Sharma were joined by Bevil Hogg (a South African and a founder of the Trek Bicycle Corporation), who became the CEO, to raise the initial funds to develop the technology. Two Israelis, Shai Policker, a medical engineer, and Dr. Edy Soffer, a prominent gastroenterologist, joined a Seattle-based engineering team (led by an Australian) to help with the design. A company in Uruguay specializing in pacemakers built the prototype. This is the latest in venture investing: a lean start-up whose principals are rarely in the same place at the same time and which takes advantage of all the tools of the connected world—teleconferencing, e-mail, the Internet, Facebook, Twitter, and faxes—to make use of the best expertise and low-cost, high-quality manufacturing. We’ve described cloud computing. This is cloud manufacturing. The early clinical trials for EndoStim were conducted in India and Chile and are now being expanded into Europe.
Blockchain Revolution: How the Technology Behind Bitcoin Is Changing Money, Business, and the World by Don Tapscott, Alex Tapscott
Airbnb, altcoin, asset-backed security, autonomous vehicles, barriers to entry, bitcoin, blockchain, Blythe Masters, Bretton Woods, business process, buy and hold, Capital in the Twenty-First Century by Thomas Piketty, carbon footprint, clean water, cloud computing, cognitive dissonance, commoditize, corporate governance, corporate social responsibility, creative destruction, Credit Default Swap, crowdsourcing, cryptocurrency, disintermediation, disruptive innovation, distributed ledger, Donald Trump, double entry bookkeeping, Edward Snowden, Elon Musk, Erik Brynjolfsson, Ethereum, ethereum blockchain, failed state, fiat currency, financial innovation, Firefox, first square of the chessboard, first square of the chessboard / second half of the chessboard, future of work, Galaxy Zoo, George Gilder, glass ceiling, Google bus, Hernando de Soto, income inequality, informal economy, information asymmetry, intangible asset, interest rate swap, Internet of things, Jeff Bezos, jimmy wales, Kickstarter, knowledge worker, Kodak vs Instagram, Lean Startup, litecoin, Lyft, M-Pesa, Marc Andreessen, Mark Zuckerberg, Marshall McLuhan, means of production, microcredit, mobile money, money market fund, Network effects, new economy, Oculus Rift, off grid, pattern recognition, peer-to-peer, peer-to-peer lending, peer-to-peer model, performance metric, Peter Thiel, planetary scale, Ponzi scheme, prediction markets, price mechanism, Productivity paradox, QR code, quantitative easing, ransomware, Ray Kurzweil, renewable energy credits, rent-seeking, ride hailing / ride sharing, Ronald Coase, Ronald Reagan, Satoshi Nakamoto, Second Machine Age, seigniorage, self-driving car, sharing economy, Silicon Valley, Skype, smart contracts, smart grid, social graph, social intelligence, social software, standardized shipping container, Stephen Hawking, Steve Jobs, Steve Wozniak, Stewart Brand, supply-chain management, TaskRabbit, The Fortune at the Bottom of the Pyramid, The Nature of the Firm, The Wisdom of Crowds, transaction costs, Turing complete, Turing test, Uber and Lyft, uber lyft, unbanked and underbanked, underbanked, unorthodox policies, wealth creators, X Prize, Y2K, Zipcar
Opportunities for greater efficiency, improved service, reduced costs, increased safety, and better results abound in our lives, and we can improve each by applying blockchain logic to the Internet of Things. We’re beginning the next major phase of the digital revolution. Michelle Tinsley of Intel explained why her company is deeply investigating the blockchain revolution: “When PCs became pervasive, the productivity rates went through the roof. We connected those PCs to a server, a data center, or the cloud, making it really cheap and easy for lean start-ups to get computer power at their fingertips, and we’re again seeing rapid innovation, new business models.”18 Intel wants to accelerate the process of understanding what’s working, what’s not working, and where the opportunities lie. “We could see this technology be a whole other step function of innovation, where it enables all sorts of new companies, new players. To be a leader in the technology industry, we cannot be absent from the conversation,” she said.19 Just imagine the potential of applying these capabilities across many types of businesses, many untouched by the Internet revolution.
WTF?: What's the Future and Why It's Up to Us by Tim O'Reilly
4chan, Affordable Care Act / Obamacare, Airbnb, Alvin Roth, Amazon Mechanical Turk, Amazon Web Services, artificial general intelligence, augmented reality, autonomous vehicles, barriers to entry, basic income, Bernie Madoff, Bernie Sanders, Bill Joy: nanobots, bitcoin, blockchain, Bretton Woods, Brewster Kahle, British Empire, business process, call centre, Capital in the Twenty-First Century by Thomas Piketty, Captain Sullenberger Hudson, Chuck Templeton: OpenTable:, Clayton Christensen, clean water, cloud computing, cognitive dissonance, collateralized debt obligation, commoditize, computer vision, corporate governance, corporate raider, creative destruction, crowdsourcing, Danny Hillis, data acquisition, deskilling, DevOps, Donald Davies, Donald Trump, Elon Musk, en.wikipedia.org, Erik Brynjolfsson, Filter Bubble, Firefox, Flash crash, full employment, future of work, George Akerlof, gig economy, glass ceiling, Google Glasses, Gordon Gekko, gravity well, greed is good, Guido van Rossum, High speed trading, hiring and firing, Home mortgage interest deduction, Hyperloop, income inequality, index fund, informal economy, information asymmetry, Internet Archive, Internet of things, invention of movable type, invisible hand, iterative process, Jaron Lanier, Jeff Bezos, jitney, job automation, job satisfaction, John Maynard Keynes: Economic Possibilities for our Grandchildren, John Maynard Keynes: technological unemployment, Kevin Kelly, Khan Academy, Kickstarter, knowledge worker, Kodak vs Instagram, Lao Tzu, Larry Wall, Lean Startup, Leonard Kleinrock, Lyft, Marc Andreessen, Mark Zuckerberg, market fundamentalism, Marshall McLuhan, McMansion, microbiome, microservices, minimum viable product, mortgage tax deduction, move fast and break things, move fast and break things, Network effects, new economy, Nicholas Carr, obamacare, Oculus Rift, packet switching, PageRank, pattern recognition, Paul Buchheit, peer-to-peer, peer-to-peer model, Ponzi scheme, race to the bottom, Ralph Nader, randomized controlled trial, RFC: Request For Comment, Richard Feynman, Richard Stallman, ride hailing / ride sharing, Robert Gordon, Robert Metcalfe, Ronald Coase, Sam Altman, school choice, Second Machine Age, secular stagnation, self-driving car, SETI@home, shareholder value, Silicon Valley, Silicon Valley startup, skunkworks, Skype, smart contracts, Snapchat, Social Responsibility of Business Is to Increase Its Profits, social web, software as a service, software patent, spectrum auction, speech recognition, Stephen Hawking, Steve Ballmer, Steve Jobs, Steven Levy, Stewart Brand, strong AI, TaskRabbit, telepresence, the built environment, The Future of Employment, the map is not the territory, The Nature of the Firm, The Rise and Fall of American Growth, The Wealth of Nations by Adam Smith, Thomas Davenport, transaction costs, transcontinental railway, transportation-network company, Travis Kalanick, trickle-down economics, Uber and Lyft, Uber for X, uber lyft, ubercab, universal basic income, US Airways Flight 1549, VA Linux, Watson beat the top human players on Jeopardy!, We are the 99%, web application, Whole Earth Catalog, winner-take-all economy, women in the workforce, Y Combinator, yellow journalism, zero-sum game, Zipcar
As discussed in Chapter 7, there is a profound cultural and experiential divide here between Silicon Valley companies and government that is part of the problem. In Silicon Valley, every new app or service starts out as an experiment. From the very first day a company is funded by venture capitalists, or launches without funding, its success is dependent on achieving key metrics such as user adoption, usage, or engagement. Because the service is online, this feedback comes in near-real time. In the language of Eric Ries’s popular Lean Startup methodology, the first version is referred to as “minimum viable product (MVP),” defined as “that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.” The goal of every entrepreneur is to grow that MVP incrementally till it finds “product-market fit,” resulting in explosive growth. This mindset is taught to every entrepreneur.
Future Crimes: Everything Is Connected, Everyone Is Vulnerable and What We Can Do About It by Marc Goodman
23andMe, 3D printing, active measures, additive manufacturing, Affordable Care Act / Obamacare, Airbnb, airport security, Albert Einstein, algorithmic trading, artificial general intelligence, Asilomar, Asilomar Conference on Recombinant DNA, augmented reality, autonomous vehicles, Baxter: Rethink Robotics, Bill Joy: nanobots, bitcoin, Black Swan, blockchain, borderless world, Brian Krebs, business process, butterfly effect, call centre, Charles Lindbergh, Chelsea Manning, cloud computing, cognitive dissonance, computer vision, connected car, corporate governance, crowdsourcing, cryptocurrency, data acquisition, data is the new oil, Dean Kamen, disintermediation, don't be evil, double helix, Downton Abbey, drone strike, Edward Snowden, Elon Musk, Erik Brynjolfsson, Filter Bubble, Firefox, Flash crash, future of work, game design, global pandemic, Google Chrome, Google Earth, Google Glasses, Gordon Gekko, high net worth, High speed trading, hive mind, Howard Rheingold, hypertext link, illegal immigration, impulse control, industrial robot, Intergovernmental Panel on Climate Change (IPCC), Internet of things, Jaron Lanier, Jeff Bezos, job automation, John Harrison: Longitude, John Markoff, Joi Ito, Jony Ive, Julian Assange, Kevin Kelly, Khan Academy, Kickstarter, knowledge worker, Kuwabatake Sanjuro: assassination market, Law of Accelerating Returns, Lean Startup, license plate recognition, lifelogging, litecoin, low earth orbit, M-Pesa, Mark Zuckerberg, Marshall McLuhan, Menlo Park, Metcalfe’s law, MITM: man-in-the-middle, mobile money, more computing power than Apollo, move fast and break things, move fast and break things, Nate Silver, national security letter, natural language processing, obamacare, Occupy movement, Oculus Rift, off grid, offshore financial centre, optical character recognition, Parag Khanna, pattern recognition, peer-to-peer, personalized medicine, Peter H. Diamandis: Planetary Resources, Peter Thiel, pre–internet, RAND corporation, ransomware, Ray Kurzweil, refrigerator car, RFID, ride hailing / ride sharing, Rodney Brooks, Ross Ulbricht, Satoshi Nakamoto, Second Machine Age, security theater, self-driving car, shareholder value, Silicon Valley, Silicon Valley startup, Skype, smart cities, smart grid, smart meter, Snapchat, social graph, software as a service, speech recognition, stealth mode startup, Stephen Hawking, Steve Jobs, Steve Wozniak, strong AI, Stuxnet, supply-chain management, technological singularity, telepresence, telepresence robot, Tesla Model S, The Future of Employment, The Wisdom of Crowds, Tim Cook: Apple, trade route, uranium enrichment, Wall-E, Watson beat the top human players on Jeopardy!, Wave and Pay, We are Anonymous. We are Legion, web application, Westphalian system, WikiLeaks, Y Combinator, zero day
Experts estimate that the ratio of stolen account credentials to available mules could be as high as ten thousand to one. In other words, with sufficient mule and HR capacity, losses attributable to cyber crime could be ten thousand times worse. The Lean (Criminal) Start-Up The structure of Crime, Inc., like that of any modern techno-centric organization, is not fixed in time and space but rather constantly in flux. In his book The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Eric Ries outlines methods by which budding entrepreneurs can create new products “under conditions of extreme uncertainty.” For criminals, uncertainty is where they excel, never knowing when the next police raid or rival gang drive-by shooting will take place. Outlaws are constantly adapting and innovating to overcome obstacles and meet the latest market demands.